Understanding the Business Case for Agile

©2011 Seapine Software, Inc. All rights reserved.

Only the Agile Survive Understanding the Business Case for Agile

Alan Bustamante, PMP, CSP

March 24,

2011


Agenda

New Normal

Why Agile?

Changes

What is Agile?

Lessons Learned


Customers

Employees

Shareholders

Market Share

Competition

Profit & Loss



Business is Changing


Pace of Innovation is Up

31%


Employees Have Options


Agile is Gaining Strength


Voice of the Customer


Dave’s songs: http://www.davecarrollmusic.com/ubg/

Dave Carroll’s Guitar


Agenda

New Normal

Why Agile?

Changes

What is Agile?

Lessons Learned


Technology is a source

of competitive advantage

Technology supports

corporate strategy ©2011 Seapine Software, Inc. All rights reserved.


The war for technology

talent is heating up

Information travels faster

than ever before ©2011 Seapine Software, Inc. All rights reserved.


Customers want to be

heard for good or bad

Quality must be “job one”

for organizations ©2011 Seapine Software, Inc. All rights reserved.


Retrospective

Iteration

Product Owner Agile

Pair Program

Scrum Master

BDD

TDD

Test First

Sprint Review

eXtreme Programming (XP)

Kanban

Lean

Increment

Scrum

DSDM

FDD

Your Discussion with IT



What

does this

mean?

How does it

help with

my worries?



Agenda

New Normal

Why Agile?

Changes

What is Agile?

Lessons Learned


A Set of Values

Process & Tools

Working Software

Individuals & Interactions

Customer Collaboration

Comprehensive Documentation

Responding To Change

Contract Negotiation

Following A Plan

Agile Manifesto, 2001 www.agilemanifesto.org

“…while there is value in

the items on the right,

we value the items on

the left more.”


And Twelve Principles

Agile Manifesto, 2001 www.agilemanifesto.org


An Umbrella Word


Myth: Software Only



Myth: Cowboy Coding Myth: No Documentation



Myth: Don’t Scale Myth: Lack Planning



Myth: Fad Myth: Reduced Quality



Agenda

New Normal

Why Agile?

Changes

What is Agile?

Lessons Learned


Software Projects

Standish Group Chaos Report, 2004, 2006, 2009


A Tale of Two Triangles


Or Three Triangles

Jim Highsmith: http://www.jimhighsmith.com/2010/11/14/beyond-scope-schedule-and-cost-the-agile-triangle/


Traditional Waterfall

“Show me the

money!!” –

Jerry Maguire


Traditional Methods

“Requirements”

and Big Design

Rigid Change

Control

Unhappy

Customer


Agile Iterative and Incremental

Happy Customer

“Show me the

money!!” –

Jerry Maguire


Iteration Contents


Self-Organizing Teams

Project Manager

Team Lead

Servant Leader

Facilitator

Traditional Teams Agile Teams


It’s About Feedback


It’s About Managing Risk


Agenda

New Normal

Why Agile?

Changes

What is Agile?

Lessons Learned


Team Changes

• Customer Centric

• Quality Focused

• Self Directed/Self Organizing

• Emergence of the Servant Leader


Enterprise Changes

• “The Business” and “IT” become more

collaborative

• Funding projects becomes incremental

• Product portfolio becomes more

optimized

• Feedback loops shorten


A Parting Thought

$200,000


Thank you!

• Seapine Agile Services web page

http://www.seapine.com/agileservices

• Agile Expedition

http://www.seapine.com/exploreagile/

• Agile Padawan

http://blogs.seapine.com/padawan/

• Agile on Seapine View Blog

http://blogs.seapine.com/category/agile/

Contact: [email protected]

@alanbustamante

http://www.seapine.com/agileservices

http://www.seapine.com/exploreagile/

http://blogs.seapine.com/padawan/

http://blogs.seapine.com/category/agile/

mailto:[email protected]