What is agile
- 2. Topics to cover Starting with.. Q&A Done! Know Agile Do Agile Be Agile Learning board
- 3. Fundamentals ● Change Constant ● React Vs Respond ● Not all changes are good ● Agile is Responding to Change ● It’s inversely proportional to Inertia ● Fail or Succeed faster
- 4. Year Incidence Who’s Who? 80 years ago IIDD - Iterative and Incremental Design and Development Developed by Dr. W. Edwards Deming Early adopters : DoD, NASA, US Airforce Late 1940s Lean & Kanban Founded by Toyota & Kanban is articulated in software development environment by David J. Anderson in 2005 with other colleagues Lean s/w development by Mary & Tom Poppendieck 1976 Time for movement in agile Tom Gilb argued evolutionary development of adaptive development iterations that provided rapid results & more frequently visible benefits. Mentioned in his book Software Metrics 1980s-90s • Spiral Model • Rapid prototyping, • RAD (Rapid App. Development), • RUP (Rational Unified Process) Developed in response to traditional methods like Structured Systems Analysis and Design Method and other Waterfall models Spiral Model developed by - Barry Boehm RAD developed by – James Martin RUP developed by – Rational S/w Corp. 1995 Scrum (formally introduced) Initial idea by Hirotaka Takeuchi and Ikujiro Nonaka Formally introduced by – Ken Schwaber, Jeff Sutherland & others 1996 XP – Extreme Programming Developed by Kent Beck at Chrysler corp. 1997 FDD – Feature Driven Development Developed by Jeff De Luca at United Overseas Bank, Singapore 2001 Agile Manifesto 17 developers met to develop 4 essential values & 12 principles
- 5. Ref: Agile Alliance subway map
- 6. Agile at Scale frameworks ● LeSS - Large Scale Scrum ● Less Huge ● SAFe - Scaled Agile Framework ● DA - Disciplined Agile ○ Subdivided into Disciplined Agile Delivery (DAD), Disciplined DevOps, Disciplined Agile IT (DAIT), and Disciplined Agile Enterprise ● Nexus ● Spotify’s Agile Scaling Model
- 7. Agile Journey APPRISE Business Agility Organization Goals & Market demand Here all the functions have to run hand in hand and response continuously to changing business demands and delivering on time so as to sustain and overcome competition ARISE Scaling Agility to Program/ Portfolio/ Product Coaching at Program/ Portfolio level When you want to bring in the agility at a broader layer where the strategies are decided and the success is based on outcomes by multiple teams, technologies and process groups. ASCEND Create High Performing Teams Coaching at Team level When you need to know how to practice, bringing expertise in setting up the agile culture and to harbour the agile mindset in few projects so as to create success stories to cross pollinate. Workshop & Agility Health Assessments AWAKE Awareness & Assessment When you know your problem, then we help you by delivering specific workshops to overcome them. When you do not know your problem, then we can help you by assessing your existing process and recommend the growth plan for your agile transformation journey
- 8. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more The Agile Manifesto - 4 Values
- 9. Satisfy the customer Early & continuous delivery of valuable software Welcoming changing requirements Even late in development which harnesses change for customer’s competitive advantage Deliver working s/w frequently From couple of weeks to couple of months, with a preference to shorter timescale Build projects around motivated individuals Give them the environment and support they need, and trust them to get the job done Business & Developer teams must work together daily throughout the project Working software The primary measure of progress. Continuous attention Continuous attention to technical excellence and good design enhances agility. Promote sustainable development The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Simplicity is essential the art of maximizing the amount of work not done Work together Self-organizing teams The best architectures, requirements, & designs emerge from self-organizing teams. 1 2 3 4 5 6 7 8 9 10 The Agile Manifesto - 12 Principles
- 10. Adaptable At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. face-to-face conversation The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 11 12 The Agile Manifesto - 12 Principles
- 11. Topics to cover Starting with.. Q&A Done! Know Agile Do Agile Be Agile Learning board
- 12. Earlier approach & challenges Analysis Planning Design Development Testing Deployment Challenges:: 1. Changing requirements 2. Customers never know exactly what they want 3. Incomplete requirements 4. Rare understanding of requirement from beginning 5. Fixing mistakes in latter stage is hard to fix 6. Hard to design everything in advance Emerging requirements due to:: 1. New ideas about an existing feature 2. By seeing working software, we identify improvements 3. With constantly changing business, needs also change 4. In response to competition 5. Misunderstood earlier requirements
- 13. Agile Development lifecycle Instead of treating these fixed stages Agilest believe these are continuous activities. By doing them continuously: ✔ Quality improves because testing starts from day one. ✔ Visibility improves because you are 1/2 way through the project when you have built 1/2 the features. ✔ Risk is reduced because you are getting feedback early, and ✔ Customers are happy because they can make changes without paying exorbitant costs. Ref: DAD Agile lifecycle
- 18. Topics to cover Starting with.. Q&A Done! Know Agile Do Agile Be Agile Learning board
- 19. Happiness Effective Communication Motivating Satisfy Employees Adaptable Improving Processes Technical Excellence Predictable Engaging Spirit of Oneness Deliver Value Respond to Change Trust & Respect People Development Equality Self-Organizing Creative Collaboration Simplicity BEING AGILE Fun at work Continuous Learning Autonomous Few traits of ‘being agile’
- 21. Ref: https://dzone.com/articles/you-will-thank-us-5-good-reasons-why-agile-should
- 22. Topics to cover Starting with.. Q&A Done! Know Agile Do Agile Be Agile Learning board
- 23. Topics to cover Starting with.. Q&A Done! Know Agile Do Agile Be Agile Learning board
- 24. THANK YOU Anuj M Ojha www.Benzne.com