Intro to Agile for Business
Download as PPTX, PDF1 like428 views
The document presents an introduction to Agile methodologies in business, focusing on their adoption and benefits as demonstrated through various frameworks like Scrum and Kanban. It discusses the historical evolution of Agile practices, including key concepts from the Agile Manifesto and lean principles. Additionally, it highlights the importance of collaboration, customer engagement, and continuous improvement in software development processes.
Intro to Agile for Business
- 1. Introduction to Agile for Business Presented May 19, 2016 to Ocala I.T. Professionals Group by Darlene L. Pike, Scrum Master Finer Focus, LLC
- 3. Reasons Companies Adopt Agile Source: HP online survey of 601 development and IT professionals, May, 2015.
- 4. 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
- 5. 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
- 6. About Kanban • “Signal Card” • Service-oriented style of delivery • Customer Pull • Queues + WIP limits Less time estimating and planning Guarantee throughput Defer 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)
- 7. 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 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.
- 8. 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 PEOPLE RESULTS COLLABORATION RESPONSIVENESS Courtesy Sinan Si Alhir salhir@gmail.com
- 9. About Scrum • Framework • Timeboxing • Roles Product Owner, Delivery Team, Scrum Master • Activities Sprint Planning, Daily Scrum, Sprint Review, Retrospective, Release Planning • Artifacts Product Backlog, Sprint Backlog, Sprint Burndown, Definition of Done, Working Agreements, the Iteration
- 11. Introduction to Agile for Business Darlene L. Pike, Scrum Master Finer Focus, LLC @darlenepike darlene@darlenepike.com
Editor's Notes
- #2: What brings you here? Are you an Agile Explorer like I am?
- #3: Some roles I've held. Most recently, Scrum Master. On a grander scale, Agile Explorer. What brings you here? Are you also an Agile Explorer?
- #4: Bottom line: Companies looking for cost reduction & competitiveness in rapidly changing environment • Collaboration = reduced employee turnover / costs • Quality & customer satisfaction = customer retention / increase sales • Time to market = Competitiveness • Development cost reduction http://techbeacon.com/survey-agile-new-norm
- #5: • Agile’s Deep Roots, Cross-pollination of ideas • Science-based • Business applications: Early delivery of business value • We’ll talk about: • TPS: • Complete system & culture developed over many years • Cross-pollination: Toyota hired Deming to train their managers • Kanban • Originally for manufacturing, but applies elsewhere • Agile Manifesto: • High-level guiding beliefs • Convergence of “Agile Explorers” • Scrum • Originally for software development, but applies elsewhere • All this is available to you (to explore!). Scrum & Kanban are widely used by many companies.
- #6: some concepts behind TQM http://www.leanessays.com/2010/11/lean-programming.html • supply chain applications • inventory control
- #7: Build systems that accept smooth flow of small pieces, and is easy to change Reduce time to delivery Increase % of on-time delivery (meeting promises) Ideally, set up so that most important tasks automatically bubble up to the top of queue - don't spend time planning, organizing and re-organizing a backlog.
- #9: Examples: PEOPLE (individuals & interactions): • Communication: tough discussions should surface (vs WASTED work if project is cancelled) • Special forces: guided by mission, but make their own decisions RESULTS (working product): • Design: ease of use built in, vs creating and printing out manuals (oil cap example) • QA is integral to building the product (REWORK example from mobile software development, bugs identified after dev complete) (Customer) COLLABORATION: • Limit Inventory: example products built but not sold (applies to internal clients too) • Minimum Viable Product to prioritize highest business value features for early delivery • Handshakes vs Lawsuits RESPONSIVENESS (to change): • Peter Drucker: “Plans are only good intentions unless they immediately degenerate into hard work.” • Remain Competitive in changing environment
- #10: • “satisfy the customer through early and continuous delivery of valuable software” (principal behind Agile Manifesto) • PO role is responsible for knowing the product and the customer and managing the backlog so that high business-value stories are worked on first • Limit work in progress through timeboxing
- #11: Q&A Workshop