Agile as a success by Arie van Bennekum

Closing keynote at 'Agile Day Riga 2014'

Agile is not new. Agile is not a trend. Agile is established. Yet we struggle with a lot of problems doing Agile. Arie’s diagnose regarding this problem is most of the time connected to what Arie calls “Agile in the Core”. Arie has found over the last 20 years that the success of Agile is connected to the quality and discipline used applying the Agile techniques. These techniques are based in strong foundations. During his key note Arie will talk about the true the core of Agile, what it means, how you do them and how you can coach your client doing it. Learn more about Agile in the Core, application and how take your client with you in either continuous delivery or projects.

Transcript

1. Agile in the Core
   Agile as a success
   2014
   Arie van Bennekum
   

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2. Flow
   • Observations
   • Solutions
   • Definitions
   • How
   • To keep in mind
   Agile as a success | 2
   

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3. Observations
   Why many projects are percieved as not successful?
   • The solution does not deliver what the business needs
   • The solution has a lot of hindering errors
   • The solution has overall a poor performance
   • The solution is not accepted by the end user population
   • The solution is very difficult to maintain
   • The project runs over time and over budget
   Agile as a success | 3
   

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4. Observations
   What has changed over the last 3 decades?
   • A shorter time to market
   • A shorter product life cycle
   • Many technical innovations
   • New sorts of (cyber) crime
   • Etc. etc. etc.
   Agile as a success | 4
   

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5. 100%
   189%
   108%
   80%? 85%!
   No continious selection
   Continious selection
   Time and releases
   Application size
   Poor quality
   Agile as a success| 5
   2012
   Observations
   

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6. MUST HAVES
   SHOULD HAVES or
   lower priority
   MUST HAVES
   SHOULD HAVES
   COULD HAVES
   WON’T HAVES
   Agile as a success | 6
   Observations
   

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7. Observations
   Life cycle costs of information systems
   Changes because of
   wrong specifications
   Development
   40%
   Maintenance
   10%
   50%
   Agile as a success | 7
   

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8. Agile as a success | 8
   Observations
   

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9. Observations
   What we (were used to) do .
   Agile as a success | 9
   Written,
   signed off
   and fixed
   

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10. • No SMART objectives, no course
    • No selection, just growth
    • No end-user participation, no acceptance
    • No validation, lots of rework
    • No verification, no business value
    Observations, the causes
    Agile as a success | 10
    

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11. Observations, conclusion
    It has to be done differently
    

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12. • Short delivery cycles for regular checks
    Brings quality, decreases re-work
    • Face2Face end user participation for validation and verification
    Brings acceptance and a match with the business
    • Prototyping and iterations, from an early stage
    Brings understanding and quality
    • Continious testing and evalutation content and process
    through the project cycle
    Brings quality, decreases re-work
    • Continious selection
    Avoids projectobese and brings business value
    Solution, Agile in the Core
    Agile as a success | 12
    

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13. Solution
    The Agile Manifesto
    • Individuals and interaction over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan
    solution
    Agile as a success | 13
    

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14. Principles behind the Agile Manifesto
    We follow these principles:
    • 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.
    • Business people and developers must work together daily throughout
    the project.
    • Build projects around motivated individuals. Give them the
    environment and support they need, and trust them to get the job
    done.
    Solution(s)
    Solution(s)
    14
    Solution
    

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15. • The most efficient and effective method of conveying information to
    and within a development team is face-to-face conversation.
    • Working software is the primary measure of progress.
    • Agile processes promote sustainable development. The sponsors,
    developers, and users should be able to maintain a constant pace
    indefinitely.
    • Continuous attention to technical excellence and good design
    enhances agility.
    • Simplicity--the art of maximizing the amount of work not done--is
    essential.
    • The best architectures, requirements, and designs emerge from self-
    organizing teams.
    • At regular intervals, the team reflects on how to become more
    effective, then tunes and adjusts its behavior accordingly.
    Solution(s)
    Agile as a success | 15
    Solution
    

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16. My definition of Agile
    Serving the business by being adaptive
    (instead of “deliver what has been described”)
    Agile as a success | 16
    Definitions
    

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17. The Manifesto and the principles are about interaction
    Agile is an interaction concept
    Applying Agile is about facilitating that
    The right people
    With different expertise
    Act as 1 team and
    Talk at the right moment
    About the right content
    The right way
    Agile as a success | 17
    Definitions
    

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18. How
    Overview | 18
    The Fundament
    The Delivery
    The construction
    

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19. Iterate and refine with a common language…..
    Foundations| 19
    How
    

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20. End user participation…..for true knowledge
    Foundations| 20
    How
    

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21. Difference…..we make choices to stay slim
    Foundations| 21
    How
    

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22. Timebox PRL
    Timebox PRL
    Timebox PRL
    Timebox PRL
    Project
    PRL
    remaining features
    remaining features
    remaining features
    remaining features
    Reporting
    RBL
    How
    

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23. • An interaction concept
    • An umbrella expression covering multiple
    methods
    • A disciplined process
    • Full delivery
    • Creating organizational or business value
    • Do what the business needs
    • Exploring
    What is Agile?
    Agile as a success | 23
    Agile should be
    

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24. • Quick and dirty
    • Developers party time
    • Do what we like
    • A method
    • Pre-scriptive
    • No documentation
    • Part of the solution
    To keep in mind
    Agile as a success | 24
    Agile should NOT be
    

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25. Success factors
    • People
    – Availability
    – Business knowledge
    – Mandate and empowerment
    – Recognized
    – Commited (HR?)
    • Content
    – Smart objectives
    – Quality requirements
    – Continuous selection
    •
    –
    –
    –
    –
    – Iterate
    –
    Strong Foundations Quality & discipline
    Agile as a success | 25
    

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26. © All copyrights reserved by Arie van Bennekum
    Arie van Bennekum | avbennekum@3a-mc.nl | +31 616 535 445
    3A-MC | Binnendams 10A, 3373 AD Hardinxveld-Giessendam | The Netherlands
    www.agileiinthecore.com
    

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