Introduction to Agile for Business

Presented May 19, 2016 toOcala I.T. Professionals GroupbyDarlene L. Pike, Scrum MasterFiner Focus, LLC

Reasons Companies Adopt Agile

Source: HP online survey of 601 development and IT professionals, May, 2015.

2001 Agile Manifesto

2010s Lean Startup (Eric Ries), Lean Enterprise, DevOps, Continuous Delivery (Jez Humble and David Farley)

2000s Lean Software Development (Mary and Tom Poppendieck), Kanban for Software Development (David Anderson), Test-Driven Development (Kent Beck), Retrospectives (Esther Derby and Diana Larsen)

2001 Agile Manifesto

1980s Theory of Constraints (Eliyahu Goldratt), Use Cases (Ivar Jacobson), Spiral Model (Barry Boehm),Team-oriented Product Development (Hirotaka Takeuchi and Ikujiro Nonaka)

1948-1975 Toyota Production System, Kanban, Kaizen, Lean Manufacturing (Taiichi Ohno)

1950s System Dynamics, Systems Theory, Cybernetics (Norbert Wiener), PDCA (Dr W. Edwards Deming), Incremental Iterative Development (NASA’s Project Mercury), OODA “Observe, Orient, Decide, Act” (USAF Colonel John Boyd)

1920s PDCA “Plan, Do, Check, Act” (Walter Shewhart), Moving Assembly Lines (Henry Ford)

Agile Timeline

1990s Lightweight Processes, RAD (James Martin), XP (Kent Beck, Ward Cunningham, Ron Jeffries), Scrum (Ken Schwaber and Jeff Sutherland), Crystal Methods (Alistair Cockburn), Pair Programming (Jim Coplien and Larry Constantin), Personas (Alan Cooper)

Scrum

1948-1975 Toyota Production System, Kanban, Kaizen, Lean Manufacturing (Taiichi Ohno)Kanban

1500s Flow Production (Venetian Arsenal)

2020s TBD

Lean Production and Toyota Quality Management• Eliminate waste

• Minimize inventory

• Maximize flow

• Pull from demand

• Meet customer requirements

Courtesy Mary Poppendieck, "Lean Programming” article

• Do it right the first time

• Empower workers

• Ban local optimization

• Partner with suppliers

• Create a culture of continuous improvement

About Kanban• “Signal Card”

• Service-oriented style of delivery

• Customer Pull

• Queues + WIP limits Less time estimating and planningGuarantee throughputDefer commitment until work is ready to start (limit waste of requirements changes after work is already in progress)

• Tasks with highest business value acted on first (limit waste of switching and multitasking)

Manifesto for Agile Software Development

Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

That is, while there is value in the items on the right, we value the items on the left more.

Manifesto for Agile Software Development

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

PEOPLERESULTS

COLLABORATION

RESPONSIVENESSCourtesy Sinan Si Alhir salhir@gmail.com

About Scrum• Framework

• Timeboxing

• RolesProduct Owner, Delivery Team, Scrum Master

• ActivitiesSprint Planning, Daily Scrum, Sprint Review, Retrospective, Release Planning

• ArtifactsProduct Backlog, Sprint Backlog, Sprint Burndown, Definition of Done, Working Agreements, the Iteration

Introduction to Agile for Business

Darlene L. Pike, Scrum MasterFiner Focus, LLC

@darlenepike

darlene@darlenepike.com