Demystifying the Myth about AGILE Presented by Mark

Demystifying the Myth about AGILE Presented by Mark Troncone, MBA, PMP®, PMI-ACP®, CBAP®, ITIL v 3® , CSM®

What this Presentation will Cover o The Myth about AGILE Defined o What is AGILE o AGILE 6 Precepts – Declaration of Interdependence o Being AGILE vs. Doing AGILE o Creating organizational change to become AGILE o The AGILE Triangle o The AGILE Manifesto – AGILE 12 Principles o The AGILE Methodologies o Questions

About Me – Mark Troncone ¢ PMP® Certified – Project Management Institute ¢ PMI-ACP® Certified – Project Management Institute ¢ CBAP® Certified – International Institute of Business Analysts ¢ CRM Certified SCRUM Master® – SCRUM Alliance ¢ Certified ITIL v 3® - ITIL Foundations – IT Service Management ¢ Active career transition mentor ¢ MBA - Management, BS – Marketing, AS - Accounting ¢ Work experience: l Synchrony Financials (Presently) l Save the Children l Trans. Act Technologies l Starwood Hotels l Affinion Group l Hewitt Associates l Wachovia Bank l Bayer Pharmaceuticals l Reader’s Digest l James River Corporation

The Myth about AGILE The Biggest Myth about AGILE is: You do not “DO” AGILE

What then is AGILE l AGILE is a “Mindset” - defined by values, guided by principles and manifested through many different practices that MUST BE adopted throughout an entire organization l The organization MUST grasp of what it means to “BE AGILE” and not just “DO AGILE” l Agility really involves adopting a new mindset – way of thinking – that is based on AGILE values and principles l In 2005 the Declaration of Interdependence was written by the cofounders of the Agile Project Leadership Network l Since the DOI is aimed at leaders – it focuses on the management side of AGILE projects

AGILE Six Precepts Declaration of Interdependence 1. We increase return on investment by making continuous flow of value our focus 2. We deliver reliable results by engaging customers in frequent interactions and shared ownership 3. We expect uncertainty and manage it through iterations, anticipation, and adaption 4. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference 5. We boost performance through group accountability for results and shared responsibility for team effectiveness projects 6. We improve effectiveness and reliability through situationally specific strategies, processes, and practices

Being AGILE vs. Doing AGILE l “BEING” AGILE – The correct way to implement AGILE • Start with internalizing the AGILE Mindset • Then use that understanding to select and implement the correct practices • Finally, tailoring them to different situations as needed l “DOING” AGILE – An ineffective way to implement AGILE • Involves using AGILE practices without embracing the AGILE Mindset • By choosing this path, we will not be allowed how to select the right balance of practices and tailor them appropriately

Creating Organizational Change to become AGILE The way organizations change is through influence exerted by individuals: • THINK – First, we need to think – this means individually learning and internalizing AGILE principles organization MUST grasp of what it means to “BE AGILE” and not just “DO AGILE” • DO – The next step is Doing is the practice of AGILE – we need to understand practice these steps ourselves • ENCOURAGE OTHERS – The final step involves encouraging others to become AGILE. Persuading others to adopt the AGILE Mindset and practices will magnify AGILE learning and effectiveness across the entire organization • The end result of this process can be a complete transformation of the organization based on AGILE principles

The AGILE Triangle AGILE inverts the project constraint triangle – Costs and Time are fixed and Scope (deliverables) are variable

The AGILE Manifesto was created in 2001 by number of software ad methodology experts who were in the forefront of the emerging AGILE methods and includes a statement of four values and twelve guiding principles: The Four Values: l Individuals and Interactions over processes and tools l Working Software over comprehensive documentation l Customer Collaboration over contract negotiation l Responding to Change over following a plan

The AGILE Manifesto – cont. The Twelve Principles: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcoming changing requirements, even late in development. AGILE processes harness change for the customers 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.

The AGILE Manifesto – cont. The Twelve Principles cont. : 7. Working software is the primary measure of success 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 quality 10. Simplicity – the art of maximizing the amount of work not done – is essential 11. The best architectures, requirements, and designs emerge from selforganizing teams 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

The AGILE Methodologies AGILE is the blueprint that you will need to build the house – AGILE Methodologies is “How” you decide to build it – these listed are the most popular. Please keep in mind that while SCRUM, at the present, is the AGILE Methodology most closely followed, other methodologies presented can be used as a “Hybrid” within SCRUM e. g. Kanban used within the phase of Development in SCRUM, or on their own. Also, as each methodology is reviewed, notice how many of the 12 principles of AGILE continue to appear throughout the various themes presented.

The AGILE Methodologies: SCRUM By far SCRUM is the most popular AGILE Methodology used today. It focuses on a set of practices, roles, events, artifacts, and rules that are designed to guide the team in executing a project.

The AGILE Methodologies: XP – Extreme Programming XP (Extreme Programming) focuses on software development best practices and features 5 Core Values and 13 Core Practices: XP 5 Core Values: 1. 2. 3. 4. 5. Simplicity – Build the simple solution first Communication – all team members know what is expected of them Feedback – get impressions of suitability early Courage – allow work to be visible to others Respect – people work together as a team and everyone is accountable 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Whole Team Planning Games Small Releases Customer Tests Collective Code Ownership Code Standards Sustainable Pace Metaphor Continuous Integration Test Driven Development Refactoring Simple Design Pair Programming

The AGILE Methodologies: XP – Extreme Programming XP depends heavily on User Stories, Simplicity, Continuous Integration, Test Driven Development, Release Planning, Small Iterations and Releases at a Sustainable Pace.

The AGILE Methodologies: XP – Extreme Programming XP also uses Planning/Feedback Loops throughout all levels of the project to identify errors/problems early and build quality in.

The AGILE Methodologies: KANBAN • Kanban is a Japanese word meaning “Sign-Board”. • A Kanban board shows the work items in each stage of the production process, as defined by the team. • Kanban employs a “Pull System” to move work through the development process, rather than planning their work in timeboxed iterations • Five Principles of Kanban: 1. Visualize the Workflow 2. Limit WIP (Work in Progress) 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively

The AGILE Methodologies: KANBAN • Each time a Kanban Team completes an item of work, it “triggers’ a pull to bring them the next item they will work on • Bottlenecks in each stage are controlled by assigning WIP limits

The AGILE Methodologies: LEAN Product Development • The Lean approach is closely aligned with AGILE • In AGILE we use a subset of LEAN – LEAN Product Development • This approach focuses on developing new and better products • High Level principles of LEAN Product Development include: • Using visual management tools • Identifying customer-defined value • Building in learning and continuous improvement • LEAN focuses on seven core concepts:

The AGILE Methodologies: LEAN Product Development

The AGILE Methodologies: LEAN Product Development The Seven Wastes of Lean: 1. Partially Done Work – Work started but not yet complete 2. Extra Processes – Extra work that does not add value 3. Extra Features – Features that are not required 4. Task Switching – Multitasking between several different projects 5. Waiting – Delays waiting for reviews and approvals 6. Motion – The effort required to communicate or move information or deliverables from one group to another 7. Defects – Defective documents or software that needs correction

The AGILE Methodologies: FDD – Feature Driven Development • Feature Driven Development (FDD) is a simple-to-understand yet powerful approach to building products or solutions • A project team following the FDD method will first develop an overall model for the product, build a feature list, and plan the work

The AGILE Methodologies: FDD – Feature Driven Development (FDD) recommends a set of good practices, which were developed from software engineering; • Domain Object Modeling • Developing by Feature • Individual Class (code) Ownership • Feature Teams • Inspections • Configuration Management • Regular Builds • Visibility of Progress and Results

The AGILE Methodologies: DSDM – Dynamic Systems Development Method (DSDM) coverage of the project life cycle is broad, encompassing aspects of an AGILE project ranging from feasibility and the business case to implementation. DSDM focuses on eight principles: 1. Focus on the Business Need 2. Deliver on Time 3. Collaborate 4. Never Compromise Quality 5. Build Incrementally from Firm Foundations 6. Develop Iteratively 7. Communicate Continuously and Clearly 8. Demonstrate Control

The AGILE Methodologies: DSDM – Dynamic Systems Development Method - Project Phases:

The AGILE Methodologies: Crystal • Crystal isn’t just one method; it consists of a family of situationally specific, customized methodologies that are coded by color names. • Each methodology is customized by Criticality and Time Size • This allows Crystal to cover a wide range of projects, from small team building a low criticality system to a large team building a high criticality system • Crystal uses the factors of Criticality and Team Size to classify a project • Then Crystal uses this scaling method to determine the best methodology for a project

The AGILE Methodologies: Crystal Two different charts explaining Crystal: Crystal - Color Code / Team Size Crystal - Criticality / Team Size

The AGILE Methodologies: Crystal The seven properties of Crystal Clear:

QUESTIONS? Tell me what you think ? ? ? mtroncone 73@yahoo. com