The 90 minute Guide to Agile – What, Why, How by Allan Kelly
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This document provides an overview of Agile methodology. It begins with defining Agile as being able to quickly identify and seize opportunities. It then discusses why organizations should adopt Agile practices, including greater flexibility, faster time to market, and enabling new business models. The document also outlines some of the key principles and practices of Agile development, such as iterative delivery and responding to change.
![Professor
Donald
Sull
of
the
London
What?
Business
School
…
defines
[Agility]
as
a
company’s
ability
Defining
Agile
consistently
to
iden@fy
and
seize
opportuniAes
more
quickly
and
effec@vely
than
rivals.
Agile
is
what
both
the
latest
business
strategy
and
so6ware
development
methodology
aspire
to
be.
Financial
Times,
20
November,
2007,
“Agility:
Flexibility
takes
over
from
planning”
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
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![How?
• A
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Hard
to
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has
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there
was
a
world
the
way
we
run
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before
Agile
company
Main
benefit:
Time
to
market.
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how
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The 90 minute Guide to Agile – What, Why, How by Allan Kelly
- 1. The 90 minute guide to Agile or What is Agile? Why should we be Agile? How do we become Agile? allan kelly Twi+er: @allankellynet h+p://www.allankelly.net h+p://www.so6warestrategy.co.uk
- 2. Allan Kelly Director, So6ware Strategy Ltd – ConsulAng & Training for Agile Author – Changing So:ware Development: Learning to be Agile (2008, Wiley) – Business Pa8erns for So;ware Developers (2012, Wiley -‐ ISBN: 978-‐1119999249) 97 Things Every Programmer Should Know Henney, 2010 Context EncapsulaGon in PaHern Languages of Program Design Volume 5, 2006 (c) Allan Kelly h+p://www.so6warestrategy.co.uk 2
- 4. Agenda… • What is Agile? • Why go Agile? • How do you do Agile? • How do I change to Agile? … 90 minutes!
- 5. What is Agile? (c) Allan Kelly h+p://www.so6warestrategy.co.uk 5
- 6. Agile manifesto (2001) We are uncovering be+er ways of developing so6ware by doing it and helping others do it. Through this work we have come to value: • Individuals and interacAons over processes and tools • Working so6ware over comprehensive documentaAon • Customer collaboraAon over contract negoAaAon • Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the le6 more. www.agilemanifesto.com (c) So6ware Strategy Ltd. 6
- 7. Professor Donald Sull of the London What? Business School … defines [Agility] as a company’s ability Defining Agile consistently to iden@fy and seize opportuniAes more quickly and effec@vely than rivals. Agile is what both the latest business strategy and so6ware development methodology aspire to be. Financial Times, 20 November, 2007, “Agility: Flexibility takes over from planning” (c) Allan Kelly h+p://www.so6warestrategy.co.uk 7
- 8. Agile, Agile methods & Agile toolkit The State of Agile • Quick on our feet (our objecAve) • Deliver quickly • Respond to change rapidly • Seize opportuniAes Kanban Agile Methods ... DSDM Promise to create the state of Agile Scrum XP Xanpan • Test Driven Development, Refactoring The Agile • IteraAons, Time boxing Toolkit • User Stories, Feature injecAon • RetrospecAves, .... (c) Allan Kelly h+p://www.so6warestrategy.co.uk 8
- 9. Why Agile? (c) Allan Kelly h+p://www.so6warestrategy.co.uk 9
- 10. Why Agile? Process change follows technology change 1972 2002 2012 Database IMS SQL, Oracle NoSQL Language Cobol, Fortran Java, C++ Ruby, JavaScript Display Green screen Web iPad OS OS/360 Windows NT/XP Linux Internet nodes 23 (March) Millions 5 Billion ? (c) Allan Kelly h+p://www.so6warestrategy.co.uk 10
- 11. Why be Agile? • Reduce costs • Reduce risk • Avoid failure • ProducAvity • TINA ? – The only game in town – Agile is state of the art • Fashion? – Everyone else is doing it? (c) Allan Kelly h+p://www.so6warestrategy.co.uk 11
- 12. Why Agile? It’s the business, stupid I can’t think of anything more important than building an agile company, because the world changes so quickly and unpredictably Michael A Cusumano DisAnguished Professor of Management at the MIT Sloan School of Management
- 13. Why be Agile? • Greater flexibility – World doesn’t stop • Faster to market – Seize compeAAve opportuniAes – Faster return on investment • Faster validaAon of market – Fail fast, fail cheap (c) Allan Kelly h+p://www.so6warestrategy.co.uk 13
- 14. Why be Agile? • Customers prefer it – Flexibility – No arguing over requirements in/out – Time to market – OpportuniAes to conAnue, stop, change • Enable new business models (c) Allan Kelly h+p://www.so6warestrategy.co.uk 14
- 15. Why be Agile? Today Tomorrow • Agile means be+er • Agile creates new • Be+er delivery opportuniAes • Win new clients • New compeAAve • Reduce risk advantages • New business models (Lean • Reduce failure Start Up) • IT as enabler • BeHer is entry level (don’t – Not a blocker leave home without it) – Realize true value of IT (c) Allan Kelly h+p://www.so6warestrategy.co.uk 15
- 16. Why be Agile? What do they know? One more thing…. a BIG risk? Are they take Stealing an advantage? Your compeAtors are doing this (c) Allan Kelly h+p://www.so6warestrategy.co.uk 16
- 17. How do we do Agile? (c) Allan Kelly h+p://www.so6warestrategy.co.uk 17
- 18. Principles: So6ware development • Has diseconomies of scale – So small batch size • Fixing bugs is expensive – So high quality is important • DocumentaAon is expensive – So minimize it • Things change – So start small & grow € – Strive for adaptability over adapted – Deliver fast, learn, iterate
- 19. Release Usually looks like this (Scrum/XP) Demo Wednesday Tuesday Monday Friday Thursday Work Wednesday Tuesday Monday Friday Thursday
- 20. Everything in IteraAon Releasable at end of IteraAon Developers: Coding, Design & Unit Testing even if not releases Product Owner: Requirement discover & explanation Testers: Automated & Exploratory testing Wednesday Wednesday Thursday Thursday Tuesday Tuesday Monday Monday Friday Friday
- 21. Project constraints Product Resources Owner Features (People) needs to make these trade offs Fixed over Cost = short run Resources x Time (Brooks Law) Quality = free Time Scope Creep – run backwards Time boxed 21
- 22. Looks like this
- 23. Burn-‐down chart Basic Product Burn-‐Down Chart 250 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 11 12 Itera@on Work to do (c) So6ware Strategy Ltd. 23
- 24. Burn-‐Up, Burn-‐Down Burn-‐Up, Burn-‐Down 250 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Itera@on Series5 (c) So6ware Strategy Ltd. 24
- 25. Invest in Technical So6ware Cra6smanship – Take quality seriously Images from Wikipedia under GNU documentaAon license.
- 26. This means Change! Erh…. How do I do that? "I can't understand why people are frightened of new ideas. I'm frightened of the old ones.” John Cage (c) Allan Kelly h+p://www.so6warestrategy.co.uk 26
- 27. How? • A story…. Hard to imagine [Agile] has changed there was a world the way we run the before Agile company Main benefit: Time to market. I don’t know how we would have done it without Agile
- 28. 3 Sided coaching What is the company making? How is the company organized? Advice for senior managers Company: Strategy What processes are followed? Are you delivering? Product: Process Advice for teams What is the architecture? Is the code tested? Are you finding Code: Technical bugs? Advice for programmers
- 29. Who’s on first? Michael Barri+ Benjamin Mitchell Company: Strategy Allan Kelly Product: Process Code: Technical Jon Jagger Nancy Van Schooenderwoert
- 30. Training + Coaching Light touch coaching 1. Agile FoundaAons training workshop 2. Process/Product Coaching (ongoing) 3. Test Driven Development Workshop 4. Technical Coaching (ongoing)
- 31. Don’t push change -‐ Let them pull! • Management job is not to push change – Inspire people to want change – Support people, give them the tools
- 32. And markeAng MarkeGng know what product needs building Engineering build it You know your doing something • Important to link up right when you get copied… markeAng engineering • Build the right thing, build it right
- 34. And Time (the 4th dimension) • Don’t expect it all at once • Different people learn at different speeds • Iterate – Li+le and o6en
- 35. Agile Spectrum 35
- 36. The Alignment Trap Highly aligned ‘Alignment trap’ ‘IT Enabled growth’ 11% companies 7% companies Doing the right things +13% IT spending -‐6% IT spending Source: Shpilberg, Berez, Puryear, Shah: -‐14% 3 year sales +35% 3 year sales growth growth 2 MIT Sloan Review, Fall 2007 ‘Maintenance zone’ ‘Well-‐oiled IT’ 74% companies 1 8% companies Avg IT spending -‐15% IT spending -‐2% 3 year sales +11% 3 year sales Less growth growth aligned Doing things right Less More EffecAve EffecAve
- 37. Thank you! allan kelly So6ware Strategy Ltd. www.so6warestrategy.co.uk/allankelly allan@allankelly.net Twi+er: @allankellynet (c) Allan Kelly h+p://www.so6warestrategy.co.uk 37