Agile principles and mindset agile wednesday series
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The document outlines the principles and mindset of Agile methodology, contrasting it with traditional Waterfall approaches. It discusses the origins of Agile, its core values, and how it enables faster delivery of business value while embracing change and reducing project waste. Additionally, it emphasizes the importance of servant leadership and collaboration within Agile teams for achieving effective outcomes.
Agile principles and mindset agile wednesday series
- 1. AGILE PRINCIPLES AND MINDSET Jamey Lees PMP, CSM, PMI-ACP Today’s AgileWednesday Series Overview Waterfall Principles versus Agile Principles Where did Agile come from? Why are so many companies migrating to Agile? Agile Mindset Objectives for today Understanding how Agile can reduce or remove project waste Waterfall & Agile difference between Scope/Schedule/Costs + Quality The difference between Waterfall delivery versus Agile delivery Eliminate or Reduce the mysteries of Agile
- 2. Source
- 3. OTHER AGILE APPROACHES Scrumban Test Driven Development (TDD) AcceptanceTest Driven Development (ATDD) Lean Kanban Crystal Feature Driven Development (FDD) Dynamic Development Method (DSDM) Agile Unified Process (AUP) Scaling Frameworks Disciplined Agile (DA) Scrum of Scrum (SoS) or Meta Scrum Scaled Agile Framework (SAFe) Large Scale Scrum (LeSS) Enterprise Scrum
- 4. WATERFALL PRINCIPLESVERSUS AGILE PRINCIPLES
- 5. AGILE FOCUS – DELIVER BUSINESS VALUE MOSCOW Must Should Could Would
- 6. WATERFALL FOCUS – MANAGING PROCESS Managing Process & Tools Scope Schedule Costs
- 7. STEVE JOBS (1955 - 2011) PEOPLE DON'T KNOWWHATTHEY WANT UNTILYOU SHOW ITTO THEM
- 8. MINIMUM VIABLE PRODUCT (MVP) Waterfall Agile Along the way get a better understanding of what the CustomerValues
- 9. AGILE FRAMEWORK Information Radiator 1-4 Weeks Product Vision 1 2 3 4 Iteration Incremental product improvements
- 10. FIXEDVS. VARIABLE Scope Schedule Quality Cost Scope Schedule Quality Cost = Fixed =Variable Traditional Waterfall Agile
- 11. AGILE THINKINGVERSUS TRADITIONAL THINKING The Traditional Way Change Avoidance Plan Driven – Prescriptive Task Oriented Faith in Process and Tools The Agile Way Change Acceptance Empirical Feedback – Reactive Goal – Oriented Faith in People
- 12. AGILE ASSUMPTION Customers Don’t fully know what they want until they see it May discover what they want along the way Developers Discover how to build it on the journey Things change along the way Change is welcomed even late with customer’s competitive advantage
- 13. TRADITIONAL WATERFALL ASSUMPTIONS THE CUSTOMERS KNOW WHAT THEY WANT THE DEVELOPERS KNOW HOW TO BUILD IT NOTHING WILL CHANGE ALONG THE WAY
- 14. 5 PRINCIPLES BEHIND THE AGILE MANIFESTO Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale Businesspeople and developers must work together daily throughout the project. Source: http://agilemanifesto.org/principles.html
- 15. 4 AGILE MANIFESTOVALUES Individual’s interaction Over Processes & Tools Working Software Over Comprehensive Documentation Customer Collaboration Over Contract Negotiation Responding to Change Over Following a Plan
- 16. Q/A -WATERFALL PRINCIPLESVERSUS AGILE PRINCIPLES How Agile can reduce or remove project waste? What is the Waterfall & Agile difference between Scope/Schedule/Costs + Quality?
- 17. WHERE DID AGILE COME FROM?
- 18. THE NEW NEW PRODUCT DEVELOPMENT GAME BY HIROTAKA TAKEUCHI AND IKUJIRO NONAKA HARVARD BUSINESS REVIEW JAN-FEB 1986 Fuji- Xerox Canon Honda NEC Epson Brother 3M Xerox Hewlett- Packard
- 19. PRODUCT MANUFACTURING COMPANIES HAD THIS IN COMMON BUILT-IN INSTABILITY SELF-ORGANIZING PROJECT TEAMS OVERLAPPING DEVELOPMENT PHASES “MULTILEARNING” SUBTLE CONTROL ORGANIZATIONAL TRANSFER OF LEARNING
- 20. 700 U.S. COMPANIES SURVEYED New Products would account for 1/3 of all profits in the 1980s New emphasis on speed and flexibility calls for a different approach 33% 67% COMPANY SALES New Products Old Product
- 21. EARLY AGILE HISTORYTIMELINE 1986 1986:Takeuchi and Nonaka publish their article ”The New New Product Development Game” in Harvard Business Review. 1988 The “timebox” is described as a cornerstone of Scott Schultz’s “Rapid Iterative Production Prototyping” 1990 Bill Opdyke coins the term “refactoring” in an ACM SIGPLAN paper with Ralph Johnson, “Refactoring:An aid in designing application frameworks and evolving object-oriented systems” 1991 RAD, possibly the first approach in which timeboxing and “iterations” in the looser sense of “one repetition of the entire software development process” are closely combined, is described by James Martin in his ”Rapid Application Development”. 1993 Jeff Sutherland invents Scrum as a process at Easel Corporation. 1995 The earliest writings on Scrum introduce the notion of the “sprint” as iteration, although its duration is variable. 1991 Creation of the Manifesto for Agile Software Development. Several members of that discussion went on to found the Agile Alliance.
- 22. Q/A -WHERE DID AGILE COME FROM? Why do you think the manufacturing industry needed to create an Agile approach? History Source: https://www.agilealliance.org/agile101/practices- timeline/
- 23. WHY ARE SO MANY COMPANIES MIGRATING TO AGILE?
- 25. WATERFALLVALUE PROPOSITION Analysis Design Code Test Integrate Business Analysis Functional Requirements System Design Tech Design Code Unit Test System Test UATTest Value Production Release Risk
- 26. AGILEVALUE PROPOSITION Build continuous value in smaller iteratively delivery cycles To test an idea by exploring an early version of product to the target users and customers To collect the relevant data and to learn from it It is a way of lowering risk It plays a key part in Learn start up Build-Measure- Learn cycle Minimum refers to spend little time and effort to create it It does not mean that is should be quick and dirty Helps validate the business model Avoids the 45% of features never used, why spend time on something that is never used
- 27. Q/A -WHY ARE SO MANY COMPANIES MIGRATING TO AGILE? What is difference between Waterfall delivery versus Agile delivery?
- 28. AGILE MINDSET
- 29. SERVANT LEADERSHIP VERSUS MANAGEMENT Servant Leadership over Command & Control (PMI-ACP Exam Prep by Mike Griffiths) Pulling a rope encourages people to want to do what needs to be accomplished versus pushing a rope telling people what to do Creating an encouraging environment for people to thrive versus focusing on schedule due dates and status reports Servant Leadership Management People Task Empower Control Effectiveness Efficacy Doing the right thing Doing things right Direction Speed Principles Practices Communication Command
- 30. SERVANT LEADERSHIP Servant Leadership Empowers the team to achieve more Facilitates and helps the team discover and define their Agile way Optimizes the team overall instead of individuals Frees the team to experiment new things without risk of failure to strive for improvements Servant Leader Characteristics They Listen first Foster team’s and individual’s growth Inspire instead of command and control Creates a path for others to contribution and succeed Offer safety, respect, and trust
- 31. SCRUM PILLARS Transparency Various aspect of the process affects outcome must be visible to those in control of the processes Inspection Various aspects of the process must be inspected frequently enough that unacceptable variances in the processes can be detected Adaptation Once inspection reveals that one or more aspects of the processes are outside the acceptable limits, the resulting product will be unacceptable. Inspection must change the processes.
- 32. SCRUMVALUES Focus Courage Openness Commitment Respect
- 33. LEAN MINDSET Keep it simple Yagni originally is an acronym that stands for "You Aren't Gonna Need It". Scalable Work is done just enough, just in time
- 34. THE AGILE WAY Smaller teams iterate in a smaller timeframe in delivering value to customers With each iteration more value is delivered incrementally with each iteration Continuous delivery with quality build into each delivery with testing often Quality improvements because testing starts from day one Risk is reduced because team receives feedback early and often Customers are happy they can make changes without paying exorbitant costs
- 35. Q/A - AGILE MINDSET What is the mysteries of Agile?
- 36. THANKYOU FOR ATTENDING TODAY’S SESSION - AGILE PRINCIPLES AND MINDSET Jamey Lees PMP, CRM, PMI-ACP