agile for business
TRANSCRIPT
agile for business
Andrew RuslingAgile Coach
2Contents
1. agile for software development
2. agile adoption
3. How to be agile?
4. Scrum
5. User Stories
6. agile outside of software development
7. Experiencing agile
8. Agile Fluency
9. Business Agility
10. Next Steps
11. Wrap Up
3Key Competency to be gained
Ability to apply
agile values, principles and practices
to help you achieve more
4Competencies to be gained
By the end of this session, I am hopeful that you will be able to:
1. Describe agile, and how it differs from Scrum
2. Summarise the agile value proposition
3. Summarise the rules of Scrum
4. Describe what is a Scrumbut
5. Describe User Stories and what they are for
6. List several areas agile is used outside of software
7. List several agile practices that apply outside of software
8. Summarise Agile Fluency
9. Summarise company cultures relationship to Agile Fluency
10. Describe Business Agility
11. Summarise what is an Agile Enterprise
5
agile
for software development
6A brief history of agile
Waterfall
‘New New Product
Development Game’
published
Rate of business change
accelerates
Light weight methodologies
arise
Scrum agile
1970
80’s
1986 1993 2001
90’s
XP
1996
7Agile value propositionB
usin
ess
Val
ueR
isk
Ada
ptab
ility
Vis
ibili
ty
Time
Time
Time
Time
Traditional Development Agile Development
8Presto Manifesto - exercise
1. Define project success.
2. Split into groups.
3. List critical elements for a successful project.
4. Everyone sign their manifesto.
5. Compare manifestos.
agile Manifesto value statement
Process and toolsIndividuals and
interactionsover
Following a planResponding to
changeover
Comprehensive documentation
Working software over
Contract negotiationCustomer
collaborationover
Full Manifesto: http://agilemanifesto.org/
10Principles behind the agile manifesto
1. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
11Principles behind the agile manifesto
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
12
agile adoption
13The 8th annual ‘State of Agile’ survey
Conducted yearly since 2006
8th Survey Conducted in late 2013
3501 respondents
14Company Size
Respondents
Company Size100
15Who is using agile?
88% of companies are using agile
up from 80% in 2011
and 84% in 2012
16Department
Non IT665 responses
IT2836 responses
17How long have they been using agile?
53%
21%8%
19%
< 1 year
1-2 years
2-5 years
> 5 years
2-5 years was only 36% in 2012.
18How % of their projects are agile?
14%21%27%
38%
0 -25%
26-50%
51-75%
75-100%
19Benefits of agile
Manage changing priorities
Productivity
Project visibility
Team morale
Software quality
Reduce risk
Time to market
IT & business alignment
Simple development process
Engineering discipline
Software maintainability
Manage distributed teams
0 10 20 30 40 50 60 70 80 90 100
Better
Same
Worse
20Top 5 reasons agile projects fail (%)
None of our agile projects failed
Company philosophy or culture at odds with core agile values
Lack of experience with agile methods
External pressure to follow traditional waterfall processes
A broader organisational or communication problem
0 2 4 6 8 10 12 14 16
21
How can I be agile?
22You can’t ‘do’ agile
• It is a set of Values & Principles
• No clear path to success
• New practices and processes are needed
• Many people learn by doing
• Enter the agile methodologies
23Agile Methodologies - Market share (%)
DSDM /
Atern
Agile
Mod
eling
Agile
Unified
Pro
cess XP
Oth
er
Featu
re D
rive
Develo
pmen
tLe
an
Kanba
n
Scrum
ban
Custo
m H
ybrid
Scrum
/XP H
ybrid
Scrum
0
10
20
30
40
50
60
24
Scrum
25Why is Scrum so successful?
• Simple • 13 rules, Described in 16 pages
• Technology Agnostic
• Domain Agnostic
• Extensible
27Key benefit of Scrum
Build the wrong software faster
28Scrum has 13 rules
3 Roles
1. Product Owner
2. Team
3. Scrum Master
5 Artefacts
1. Product Backlog
2. Sprint Backlog
3. Sprint Goal
4. Definition of Done
5. Potentially Shippable Product Increment
5 Events
1. Sprint
2. Sprint Planning
3. Daily Scrum
4. Sprint Review
5. Sprint Retrospective
29
Team5..9 People
Cross FunctionalSelf Organising
Product OwnerStakeholder management
Backlog managementReturn on Investment
Scrum MasterImpediment Remover
Servant LeaderFacilitator
Coach
Sprint 1..4 weeks
Sprint Planning
Part 1 & 22h .. 1d
Sprint Review
1h .. 4h
Sprint Retrospective
1h .. 4h
Daily Stand up
15m
Definition of Done
Potentially Shippable Product
Increment
Product Backlog
Sprint Backlog
Whole Team
Sprint Goal
Scrum has 13 rules
30Scrum Roles and Responsibilities Game
Product Owner
TeamScrum Master
http://www.journey-to-better.com/2014/01/scrum-roles-and-responsibilities-game.html
31Scrumbuts
We play football but …
• It takes to long to score, so we use our hands to throw the ball.
• We have bad knees, so running is not allowed.
We do Scrum but ....
• Our team works on separate projects, so we have two PO’s.
• We don’t have testers, so we get the Test team to finish our work.
• Retrospectives are a waste, so we don’t do them.
• Management keeps their minds, so we update the Sprint Backlog to reflect the new goal.
32
User Stories
33Agile Requirements
Agile needs an approach to requirements, that is:
• Lightweight
• Change friendly
• Collaborative
34User Stories
As a [TYPE OF USER]
I want [GOAL]
So that [BUSINESS BENEFIT]
As a Bank Branch Manager
I want to be able to authorise loans to a higher financial limit than Bank Tellers
So that I can minimise financial risk and allow for high value loans at the same time
35Intention
CardConversationConfirmation
https://www.flickr.com/photos/psd/
36
agile outside
of software development
37Common views of the IT Department
Slow
Unresponsive
Unreliable Costly
Difficult
Belligerent
Painful
Inhibitors
38Pre-agile, those words were all applicable
IdeaInitiate & Resource
Decide what to build
Build it Test it FeedbackReleaseIT
39Agile has shifted the bottleneck
Idea Decide, Build, Test & Release it FeedbackInitiate & Resource
IT
Product Management
PMO
Product Management
HR
Finance
40Other issues
Programme Management Office
• Long term funding/approval of projects, fails to make use of the fast feedback from IT
Product Management
• Fails to make use of the fast feedback from IT, hence making poor decisions
Human Resources
• Performance management, rewards the wrong behaviours
• Are not used to the traits needed for agile team members
Finance
• Yearly budgeting does not match well with incremental spend
41Expanding agile outside of IT
IT
PMO
Product Management
HRFinance
Sales
Executive
Marketing
Agile Thinking
42Successfully used in
• Finance
• Human Resources
• Marketing
• Sales
• Executive teams
• Publishing school text books
• Infrastructure development
• Supply chain optimisation
• Political programs
• Volunteers at conferences and festivals
• Academic researchers
• Working with children (at school and at home)
• Wedding planning
43Top agile techniques for business
Empowerment
• Visualise work• Daily Standup• Prioritise as a
Team
Regular Events
• Retrospectives• Reviews
Roles
• Product Owner• Coach
Other
• Time-boxing• Pomodoro• Visible
Outcomes
44
Experiencing agile
45Creating ‘Happy Kids Camp’ Brochure
https://www.flickr.com/photos/epsos/
46Aims
1. Experience agile
2. Create an A4, trifold brochure, for ‘Happy Kids Camp’
Examples
https://www.flickr.com/photos/pocheco/ https://www.flickr.com/photos/myfwcmedia/ https://www.flickr.com/photos/46523905@N00/
47Roles
• You will all be Team Members in Scrum teams
• There will not be a Scrum Master
• I will be your Product Owner (Who likes to change their mind)
48Process
1. Self organise into teams of 4-6 people [2m]
2. Familiarise ourselves with the backlog [10m]
3. Distribute tools and materials [3m]
4. Three Sprints [45m]1. Plan 3m
2. Sprint 7m
3. Review 2m
4. Retrospective 3m
5. Debrief [15m]
49Prioritised User Story Titles from the Backlog
1. Attention grabbing front page
2. Unique selling point
3. Major activities
4. Contact details to book
5. Company legal details
6. Requirements for attendance
7. Accommodation pricing options
8. Activities pricing options
9. Testimonials
10. Minor activities
11. Safety Guarantee
12. Example menu
13. Location details of camp
14. Drop off/pick up location & timings
15. Staff bios
16. Certifications and Accreditations
50Each team should have
10 x blank A4 paper
1 x scissors
1 x ruler
1 x blob of tack
2 x pencil
1 x eraser
5 x colour pen
52Debrief
• What did you observe?
• How did it feel to be in a Scrum team?
• What are your thoughts on the short sprints?
• How did the first sprint compare to the last sprint?
• How could a Scrum Master have helped?
• What did you learn?
53
Agile Fluency
54
55Focus on Value
Follow• Scrum, Kanban or similar
Do• Plan by business value (i.e. User Stories)
Key Metric• Regular business value reporting
Benefits• Greater visibility into teams’ work• Ability to redirect their efforts
56Deliver Value
Follow• Scrum, Kanban or similar
Do• Agile Technical Practices (i.e. TDD, CI, DevOps, etc.)
Key Metric• Ship as often as the market will accept it
Benefits• Low defects • High productivity
57Optimise Value
Follow• Lean Start up + (Scrum or Kanban)• Business experts as full-time team members
Do• Agile chartering• Business Model Canvas• Customer discovery• Adaptive planning
Key Metric• Concrete business metrics used in reporting (i.e. ROI, net profit per
employee, and customer satisfaction)
Benefits• Higher value deliveries• Better product decisions
58Optimise for Systems
Follow• The cutting edge, follow what works
Do• Agile portfolio management• Systems thinking• Value stream analysis• Whole system planning• Intact teams• Open book management• Radical self-organization
Key Metric• Team reports how its actions impact the overall organization
Benefits• Alignment with organizational goals• Synergistic effects
59Culture to support fluent teams
IT
PMO
Product Management
HRFinance
Sales
Executive
Marketing
Agile
Agile CultureAgile CultureAgile Culture
Aka an Agile Enterprise
© Copyright James Shore and Diana LarsenYou may reproduce this diagram in any form as long as this copyright notice is preserved.
60Target Agile Fluency?
What level should our
teams target?
What level can we support?
© Copyright James Shore and Diana LarsenYou may reproduce this diagram in any form as long as this copyright notice is preserved.
Agile Enterprise
61
Business Agility
62From wikipedia
In a business context,
agility is the ability of an organization
to rapidly adapt to market and environmental changes
in productive and cost-effective ways.
The agile enterprise is an extension of business agility,
referring to an organization that utilizes key principles of
complex adaptive systems and complexity science
to achieve success
https://www.flickr.com/photos/44534236@N00/
64Agile Enterprise
Requires a conscious decision,
to make the entire company,
live, breath and be agile.
An entire company at: ‘Optimise for Systems’
65Agile Enterprise
Continual Results
Project/Venture Results
Ideas, Opportunities
Markets shrink, grow, collapse
New competitors
New technologies
War, famine, natural disasters
New Government Elected
New policies, legislation
66What they do
Strategise
Organise Mobilise
67How they do it
Continuous learning from experiments
Catalytic leadership
Open communication
Long term business value
governance
Quest for mastery
View system as a whole
(Utilise systemic approach)
68What they share
Reward System Operating Platform Vision
69Continual ResultsV
isib
ility
Time
Rev
enue
Time
Ada
ptab
ility
Time
Cos
t Effe
ctiv
enes
s
Time
70Results by project / initiativeB
usin
ess
Val
ue
Ris
k
Time Time
71Agile Enterprise
Continual Results
Project/Venture Results
Ideas, Opportunities
Markets shrink, grow, collapse
New competitors
New technologies
War, famine, natural disasters
New Government Elected
New policies, legislation
72
Next Steps
73Some suggested next steps
1. Discuss the agile values and principles with your team
2. Discuss agile practices with your team
• You can ask the Agile Coach for assistance (I am happy to help)
• Try some out (at least three times, or for three weeks)
• Then hold a retrospective regarding agile practices
3. Attend the Lean training
• To take your practices to the next level
74
Summary
75agile != agile
• Oxford dictionary - “able to move quickly and easily”
• Manifesto for Agile Software Development
• Business Agility
• Agile Enterprise
76Review
Agile
The state of agile
How to be agile?
Scrum
User Stories
Experience agile
77Review, continued
Agile Fluency
Agile Enterprise
78Competencies
I am hopeful that you now can:
1. Describe agile, and how it differs from Scrum
2. Summarise the agile value proposition
3. Summarise the rules of Scrum
4. Describe what is a Scrumbut
5. Describe User Stories and what they are for
6. List several areas agile is used outside of software
7. List several agile practices that apply outside of software
8. Summarise Agile Fluency
9. Summarise company cultures relationship to Agile Fluency
10. Describe Business Agility
11. Summarise what is an Agile Enterprise
79Time to share
1 - 3 Key Learning Points
One person at a time
Your answers don’t have to be unique
https://www.flickr.com/photos/kellysue/
80Some links to more information
2013 Version One 8th Annual State of Agile Survey
2013 State of Scrum survey
List of IT Surveys
Scrum Guide
User Stories
The three keys to splitting user stories
Card Conversation Confirmation
Agile Marketing guide
Agile Marketing on Pinterest
Agile Chartering
Customer Discovery
Business Model Canvas and Customer Discovery
Agile Enterprises white paper
81
Thank you