Agile explained
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The document discusses problems with traditional software development approaches and how agile software development aims to address these problems. Specifically, it notes that traditional phased development often results in unclear requirements, requirements that change and become more expensive to change, projects that take too long, lack of testing, and wasted time on unused functionality. Agile development breaks projects into shorter iterations to allow for inspection and adaptation, improving visibility, catching failures earlier, and focusing on only the most valuable functionality.
![Management is about
human beings. Its task is to
make people capable of joint
performance […]. This is what
organization is all about, and it is
the reason that management is
the critical, determining factor.
Management: Revised Edition, 2008
Peter F. Drucker
9Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.](https://image.slidesharecdn.com/agile-160119114427/85/Agile-explained-51-320.jpg)
Agile explained
- 1. Agile adj 1. quick in movement; nimble 2. mentally quick or acute
- 2. Figaro planomaníaco, cinéfilo, cinófilo, articulista, palestrante, agilista e scifimaníaco (ok, essa eu inventei…)
- 3. Problems with traditional software development photo by Jule_Berlin Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 4. Traditional Phased development Anticipated results Up-front design picture by jasonb42882 Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 5. Requirements Not Clear Fear to go to the next phase Analysis paralysis Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 6. Requirements Change Change gets more and more expensive Customers don’t get what they want Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 7. Project Takes Too Long 32% of projects delivered successfully Long duration defers revenue (Source: Standish Report 2009) Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 8. No Time for Testing Quality assurance gets crunched Late integration means late failures Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 9. Time Wasted on Junk 52% of requirements implemented 64% of functionality rarely used (Source: Standish Report 2003) Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 10. Poor Progress Visibility % Task complete not sufficient Average overrun 43% (Source: Standish Report 2003) Appelo, Jurgen, The Zen of Scrum, Slideshare.
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- 30. Kanban
- 31. Scrum picture by Kiwi Flickr
- 32. The Gurus Ken Schwaber Jeff Sutherland Mike Beedle Mike Cohn
- 33. The Goal of Scrum Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation picture by OnTask Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 34. Scrum Roles picture by exfordy Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 35. Product Owner Owner of project vision Represents the customerpicture by Official Star Wars Blog Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 36. The Team Small (5–9 people) Colocated - Cross-functional Self-organized - Full-timepicture by ewen and donabel Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 37. Scrum Master Servant leader Team protector Troubleshooter Scrum guide picture by Orange Beard Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 38. Scrum Process Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 39. Product Backlog Express value Defer decisions picture by juhansonin Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 40. Product Backlog Owned by Product Owner High-level requirements Expressed as business value Not complete, nor perfect Expected to change & evolve Limited view into the future Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 41. Sprints Steady pull of business value Inspect and Adaptpicture by kelsey e. Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 42. Sprint Planning Face-to-face communication Small reversible steps User’s perspective Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 43. Sprint Backlog Breakdown of business value into assignable tasks picture by oskay Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 44. Daily Scrum The heartbeat of Scrum picture by Hamed Saber Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 45. Task Board picture by Mountain Goat Software Sprint Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 46. Sprint Burn Down picture by NibiruTech Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 47. Sprint Review Satisfy Product Owner Get feedback on product picture by oskay Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 48. Sprint Retrospective Evolve the process picture by kevindooley Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 49. Burn Up Chart Scope keeps expanding Pipeline gets fatter Appelo, Jurgen, The Zen of Scrum, Slideshare.
- 50. So, what should managers do to be Agile? Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 51. Management is about human beings. Its task is to make people capable of joint performance […]. This is what organization is all about, and it is the reason that management is the critical, determining factor. Management: Revised Edition, 2008 Peter F. Drucker 9Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 52. Management is too important to be left to the managers. 10Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 53. Manage like a gardener Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 54. Management3.0 11Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 55. People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. 20Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 56. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing 21Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 57. 1. Put the motivator cards in order, from unimportant to important 2.(You may leave out any cards you don’t want to use.) Exercise: Moving Motivators 22Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 58. 3. Consider an important change in your work (for example, becoming a more Agile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change 23Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 59. Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 60. Teams can self-organize, and this requires empowerment, authorization, and trust from management. 25Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 61. 1. Tell: make decision as the manager 2. Sell: convince people about decision 3. Consult: get input from team before decision 4. Agree: make decision together with team 5. Advise: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out The Seven Levels of Authority Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
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- 63. Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources… …and to give people a clear purpose and defined goals. 28Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 64. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 33Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 65. Support emerging creativity. 2012 Jurgen Appelo, taken at Cisco SystemsNorway, Oslo Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 66. Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 67. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. 36Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 68. Informal structures. 2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 69. Value units System administrators GUI designers Project Mgt Office Community of Practice Center of Excellence Human Resources ... Delivering value to others Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 70. People, teams, and organizations need to improve continuously to defer failure for as long as possible. 39Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 71. Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 72. The Management 3.0 model Six organizational views based on complexity thinking Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 73. 86 Cool….but where can I use Agile? Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
- 74. Process Complexity (M) Agile projects Chaotic projects Structured projects Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
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- 78. picture by -bast- Q & A