Agile for Business
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The document outlines the principles and practices of Agile methodology, focusing on its application within software development and beyond. It covers topics like Agile values, Scrum rules, user stories, and the concept of business agility. Key competencies to be gained include understanding Agile's value proposition and differentiating it from Scrum, as well as exploring its wider applications in various business contexts.
![User Stories 34
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](https://image.slidesharecdn.com/agileforbusiness-141016110405-conversion-gate02/85/Agile-for-Business-34-320.jpg)
![Process
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]
48](https://image.slidesharecdn.com/agileforbusiness-141016110405-conversion-gate02/85/Agile-for-Business-48-320.jpg)
Agile for Business
- 1. agile for business Andrew Rusling Agile Coach
- 2. Contents 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 2
- 3. Key Competency to be gained Ability to apply agile values, principles and practices to help you achieve more 3
- 4. Competencies 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 4
- 5. 5 agile for software development
- 6. A brief history of agile 6 Waterfall ‘New New Product Development Game’ published Rate of business change accelerates 90’s Light weight methodologies arise Scrum agile 1970 80’s 1996 1986 1993 2001 XP
- 7. Agile value proposition 7 Risk Business Value Adaptability Visibility Time Time Time Time Traditional Development Agile Development
- 8. Presto 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. 8
- 9. agile Manifesto value statement Process and tools Individuals and interactions over Following a plan Responding to change over Comprehensive documentation Working software over Contract negotiation Customer collaboration over Full Manifesto: http://agilemanifesto.org/
- 10. Principles behind the agile manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of 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. 10
- 11. Principles 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. 11
- 13. The 8th annual ‘State of Agile’ survey 13 Conducted yearly since 2006 8th Survey Conducted in late 2013 3501respondents
- 14. Company Size 14 Respondents Company Size 100
- 15. Who is using agile? 88%of companies are using agile up from 80% in 2011 and 84% in 2012 15
- 16. Department 16 Non IT 665 responses IT 2836 responses
- 17. How long have they been using agile? 17 53% 21% 8% 19% < 1 year 1-2 years 2-5 years > 5 years 2-5 years was only 36% in 2012.
- 18. How % of their projects are agile? 18 14% 21% 27% 38% 0 - 25% 26- 50% 51- 75% 75- 100%
- 19. Benefits of agile 19 0 20 40 60 80 100 Manage distributed teams Software maintainability Engineering discipline Simple development process IT & business alignment Time to market Reduce risk Software quality Team morale Project visibility Productivity Manage changing priorities Better Same Worse
- 20. Top 5 reasons agile projects fail (%) 20 0 2 4 6 8 10 12 14 16 A broader organisational or communication problem External pressure to follow traditional waterfall processes Lack of experience with agile methods Company philosophy or culture at odds with core agile values None of our agile projects failed
- 21. 21 How can I be agile?
- 22. You 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 22
- 23. Agile Methodologies - Market share (%) 23 60 50 40 30 20 10 0
- 24. 24 Scrum
- 25. Why is Scrum so successful? • Simple • 13 rules, Described in 16 pages • Technology Agnostic • Domain Agnostic • Extensible 25
- 26. A short explanation Scrum Development at High Moon Studios 26
- 27. Key benefit of Scrum 27 Build the wrong software faster
- 28. Scrum has 13 rules 3 Roles 1. Product Owner 2. Team 3. Scrum Master 28 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. 29 Team 5..9 People Cross Functional Self Organising Scrum has 13 rules Product Owner Stakeholder management Backlog management Return on Investment Scrum Master Impediment Remover Servant Leader Facilitator Coach Sprint 1..4 weeks Sprint Planning Part 1 & 2 2h .. 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
- 30. Scrum Roles and Responsibilities Game 30 Product Owner Team Scrum Master http://www.journey-to-better.com/2014/01/scrum-roles-and-responsibilities-game.html
- 31. Scrumbuts 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. 31
- 32. 32 User Stories
- 33. Agile Requirements Agile needs an approach to requirements, that is: • Lightweight • Change friendly • Collaborative 33
- 34. User Stories 34 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
- 35. Intention 35 Card Conversation Confirmation https://www.flickr.com/photos/psd/
- 36. 36 agile outside of software development
- 37. Common views of the IT Department 37 Slow Unreliable Costly Difficult Unresponsive Belligerent Inhibitors Painful
- 38. Pre-agile, those words were all applicable 38 Idea Initiate & Resource Decide what to build Build it TIeTst it Release Feedback
- 39. Agile has shifted the bottleneck 39 Initiate & Resource IT Idea Decide, Build, Test & Release it Feedback Product Management PMO Product Management HR Finance
- 40. Other 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 40
- 41. Expanding agile outside of IT 41 IT PMO Product Management HR Finance Executive Sales Marketing Agile Thinking
- 42. Successfully 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 42
- 43. Top 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 43
- 45. Creating ‘Happy Kids Camp’ Brochure 45 https://www.flickr.com/photos/epsos/
- 46. Aims 1. Experience agile 2. Create an A4, trifold brochure, for ‘Happy Kids Camp’ 46 Examples https://www.flickr.com/photos/pocheco/ https://www.flickr.com/photos/myfwcmedia/ https://www.flickr.com/photos/46523905@N00/
- 47. Roles • 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) 47
- 48. Process 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] 48
- 49. Prioritised 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 49
- 50. Each 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 50
- 51. Three Sprints, they will feel hectic Online Stopwatch 51
- 52. Debrief • 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? 52
- 53. 53 Agile Fluency
- 54. 54
- 55. Focus 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 55
- 56. Deliver 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 56
- 57. Optimise 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 57
- 58. Optimise 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 58
- 59. Culture to support fluent teams 59 Agile CAulgAtuiglreeil eC IT uClutultruere PMO Product Management HR Finance Executive Sales Marketing Agile Aka an Agile Enterprise © Copyright James Shore and Diana Larsen You may reproduce this diagram in any form as long as this copyright notice is preserved.
- 60. Target Agile Fluency? 60 What level should our teams target? What level can we support? Agile Enterprise © Copyright James Shore and Diana Larsen You may reproduce this diagram in any form as long as this copyright notice is preserved.
- 62. From 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. 62
- 63. 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/
- 64. Agile Enterprise Requires a conscious decision, to make the entire company, live, breath and be agile. 64 An entire company at: ‘Optimise for Systems’
- 65. Agile Enterprise 65 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
- 66. What they do 66 Strategise Organise Mobilise
- 67. How they do it 67 Continuous learning from experiments Catalytic leadership Open communication Long term business value governance Quest for mastery View system as a whole (Utilise systemic approach)
- 68. What they share 68 Reward System Operating Platform Vision
- 69. Continual Results 69 Visibility Time Revenue Time Adaptability Time Cost Effectiveness Time
- 70. Results by project / initiative 70 Business Value Risk Time Time
- 71. Agile Enterprise 71 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. 72 Next Steps
- 73. Some 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 73
- 74. 74 Summary
- 75. agile != agile • Oxford dictionary - “able to move quickly and easily” • Manifesto for Agile Software Development • Business Agility • Agile Enterprise 75
- 76. Review Agile The state of agile How to be agile? Scrum User Stories Experience agile 76
- 77. Review, continued Agile Fluency Agile Enterprise 77
- 78. Competencies 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 78
- 79. Time to share 1 - 3 Key Learning Points One person at a time Your answers don’t have to be unique 79 https://www.flickr.com/photos/kellysue/
- 80. Some 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 80
- 81. 81 Thank you
Editor's Notes
- #7: Dr Winston Royce, Managing the Development of Large Software Systems, 1970. “I believe in this concept, but the implementation described above is risky and invites failure” Takeuchi and Nonaka - Harvard Business Review January-February 1986 - Product development (NOT SOFTWARE)
- #10: 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.
- #14: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #15: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013 75% of respondents where from companies of size 100 to 1000 people.
- #16: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #17: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013 19% of respondents DO NOT work in the IT department
- #18: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #19: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #20: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #21: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013
- #24: Source: Version One – 8th Annual State of Agile Survey, conducted in Aug/Oct 2013 Totalled 3501 responses.
- #29: Lets go through it on the whiteboard
- #31: Instructions: http://www.journey-to-better.com/2014/01/scrum-roles-and-responsibilities-game.html
- #40: Programme Management Office Slow decision making (Funding / approving / cancelling projects) Product Management Slow decision making (Deciding what to build) Finance Slow purchasing process (i.e. tools, hardware, licences) Human Resources Slow hiring process
- #41: causes delays that would otherwise have been acceptable
- #43: use Scrum for entire company OpenView Venture Partners use agile for most of company Suncorp Specific usage iSense, a Netherlands based consultancy - Scrum for Sales http://www.explorics.com/ - Scrum for marketing
- #44: Visualise work (on a task board) Product Owner role (responsible for priorities) Coach role (helping team reflect and improve) Visible outcomes - iterating over visible product Pomodoro (pomodorotechnique.com/) https://www.flickr.com/photos/sequester/ - task board https://www.flickr.com/photos/karthikc/ - top down stand up https://www.flickr.com/photos/acarlos1000/ - stand up, see people and board https://www.flickr.com/photos/visualpunch/ - PO https://www.flickr.com/photos/aroberts/ - pomodoro https://www.flickr.com/photos/bisgovuk/ - government dudes https://www.flickr.com/photos/psd/ - retrospective
- #55: Answers the tough question of ‘how agile is my team?’
- #58: Business Experts: include product developers, product managers, business analysts, as well as staff from marketing, sales, and sometimes quality assurance.
- #66: Usually operate in cross functional teams, focused on ventures. Organizing: ongoing activity, sets structure and communication methods Organizing is an ongoing activity to develop structures and communication methods that promote serial execution. It often includes defining a shared vision, as well as systems and platforms, that ground the enterprise. Mobilizing: managing resources, moving people between projects/ventures, improving interactions. Mobilizing involves managing resources, ensuring the fluid movement of people between projects, and finding ways to enhance internal and external interactions. Typically, enterprise values, personal accountability, and motivational and reward systems are a key output of this process. Strategizing involves: exploration, exploitation, adaption and eventually exiting. Strategizing is an experimental process for the agile enterprise, in which individuals repeatedly generate ideas (exploration), identify ways to capitalize on ideas (exploitation), nimbly respond to environmental feedback (adaptation), and move on to the next idea (exit).
- #67: Usually operate in cross functional teams, focused on ventures. Organizing: ongoing activity, sets structure and communication methods Organizing is an ongoing activity to develop structures and communication methods that promote serial execution. It often includes defining a shared vision, as well as systems and platforms, that ground the enterprise. Mobilizing: managing resources, moving people between projects/ventures, improving interactions. Mobilizing involves managing resources, ensuring the fluid movement of people between projects, and finding ways to enhance internal and external interactions. Typically, enterprise values, personal accountability, and motivational and reward systems are a key output of this process. Strategizing involves: exploration, exploitation, adaption and eventually exiting. Strategizing is an experimental process for the agile enterprise, in which individuals repeatedly generate ideas (exploration), identify ways to capitalize on ideas (exploitation), nimbly respond to environmental feedback (adaptation), and move on to the next idea (exit).
- #68: View the system as a whole Employees take responsibility for what they do in the context of the organisation as a whole. They are aware they are in a Complex Adaptive System. Catalytic Leadership Focus on building the context and organsiation needed for a system to emerge. Avoid heroic actions to fix the situation Continuous learning from experiments Fail fast, fail regularly Regularly gather knowledge and turn it into competitive advantage Open communication Unstructured, mutli-directional, open communication i.e. Open space events, micro blogging, kitchen corners, etc Long term business value governance Governance is performed by tracking long term business metrics, and feedback from those metrics, leading to action Individuals and teams have access to this information. Quest for mastery Everyone is a craftsman, continually improving their skills They have humble pride in their work
- #69: Vision The shared company vision Reward System Open explanation of how everyone is paid and the bonuses they receive. Usually tied into the long term governance metrics. Operating Platform Tools that enable everyone to work, HR, Information Systems, Phones, etc.