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© Agile Experience Ltd
WELCOME
Workshop Room 2
© Agile Experience Ltd
Rachel Davies - Surfingthe Agile Wave
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Surfing the Agile Wave
by Rachel Davies
© Agile Experience Ltd
Introductions
About me:
• Independent consultant / trainer
• Used Agile approaches since 2000
• Author of “Agile Coaching” book
About you:
• Not tried Agile yet?
• Just got started with Agile?
• Been Agile for a while?
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Desire
Many companies attracted to Agile benefits:• Getting software out earlier• Being responsive to customers• Lightweight approach
They are often struggling to cope with paceof change and being able to predict whatwill be ready when.
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How do we get started?
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Try It
Most companies start with pilotprojects to prove approach canwork for them.
• Often safe candidates• Isolated from mainstream issues
Make do with current infrastructure:tools, environment, organisationstructure
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Jumping In
Subsequent Agile projects don’t get the sameattention:
• Not ideal candidates for Agile
• Core principles ignored
• Support for Agile is weak
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No TimeRushing so not doing things properly
Cargo CultLooks Agile
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Scrum ButOnly do the easy parts
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Submerged Obstacles to Agile
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Agile is pervasive
Agile can have impact on many areas:• Team composition• Office furniture• Build environments• Hiring policy• Line management• Incentives
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Traditional Approach
Phases of activity focused on a fixed-scope release.
• Divide the work
• Resist change
• Communicate via documents
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Agile is not speeding this up
• Agile is not a caseof “do less, go faster”
• Mistake to thinkreplacing:-– Process– Role descriptions– Tools– Templates– Training
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Agile is ..
Concurrent activity to create continuous flow ofreleases.
• Develop iteratively
• Cross-functional teams
• Frequent releases
Make a little, sell a little, learn a little
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Agile depends on Teamwork
Real-time interactions rather than process orchestratedvia artefacts.
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Agile ValuesWe are uncovering better ways of developing software by doing it and helpingothers do it. Through this work we have come to value:
Individuals & Interactions over Processes & Tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
While there is value in the items on ���the right,we value the items on the left more.
www.agilemanifesto.org
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Agile Manifesto Principles (1)
• Our highest priority is to satisfy the Customer���through early and continuous delivery ��� ofvaluable software
• Welcome changing requirements, evenlate in development. Agile processes harnesschange for ���the customer's competitive advantage.
• Deliver working software frequently,from a couple of weeks to a couple of months,with a ���preference to the shorter timescale.
• Business people and developers must worktogether daily throughout the project.
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Agile Manifesto Principles (2)
• Build projects around motivated individuals. ���Givethem the environment and support theyneed, ���and trust them to get the job done• The most efficient and effective method ofconveying information to and within a developmentteam is face-to-face conversation.• Working software is the primary measure ofprogress• Agile processes promote sustainabledevelopment. ���The sponsors, developers, andusers should be able ���to maintain a constant paceindefinitely.
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Agile Manifesto Principles (3)
• Continuous attention to technical excellence���and good design enhances agility.• Simplicity--the art of maximizing the amount ���ofwork not done--is essential.• The best architectures, requirements, and designs���emerge from self-organizing teams• At regular intervals, the team reflects on how ���tobecome more effective, then tunes and adjusts ���itsbehavior accordingly.
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What Support Is Needed?
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Get Serious about Delivery
Environment matters
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Broken Pipelines
• How we buildsoftware needsattention to improveflow.
• Often the pipeline tolive is broken andrequires manualintervention to getsoftware out tocustomers.
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Teamwork relies on Motivation
• Make vision andbenefits clear
• Permission to try newapproach
• Empower team tomake choices abouthow they work
• Build awareness andresponsibility
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New Skills Take Time
Becoming agile requires:• Understanding principles• Time to practice• Coaching to avoid old habits
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Strive for Quality
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Encourage Experiments
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Take Time to Reflect
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Be Patient
Change takes time
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Further ReadingMike Cohn
• “Succeeding with Agile”
Rachel Davies & Liz Sedley
• “Agile Coaching”
James Shore & Shane Warden
• “The Art of Agile Development”
Jez Humble & Dave Farley
• “Continuous Deployment”
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Any Questions?
Get in touch– Email: [email protected]– Twitter: @rachelcdavies– Blog: http://agilecoach.typepad.com/– Web: http://www.agilexp.com