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Agile as a success by Arie van Bennekum

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.

Agile Latvia

April 26, 2014

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  1. 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
  2. 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
  3. 100% 189% 108% 80%? 85%! No continious selection Continious selection

    Time and releases Application size Poor quality Agile as a success| 5 2012 Observations

    HAVES COULD HAVES WON’T HAVES Agile as a success | 6 Observations
  5. Observations Life cycle costs of information systems Changes because of

    wrong specifications Development 40% Maintenance 10% 50% Agile as a success | 7
  6. Observations What we (were used to) do . Agile as

    a success | 9 Written, signed off and fixed
  7. • 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
  8. • 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
  9. 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
  10. 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
  11. • 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
  12. My definition of Agile Serving the business by being adaptive

    (instead of “deliver what has been described”) Agile as a success | 16 Definitions
  13. 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
  14. Timebox PRL Timebox PRL Timebox PRL Timebox PRL Project PRL

    remaining features remaining features remaining features remaining features Reporting RBL How
  15. • 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
  16. • 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
  17. 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
  18. © All copyrights reserved by Arie van Bennekum Arie van

    Bennekum | [email protected] | +31 616 535 445 3A-MC | Binnendams 10A, 3373 AD Hardinxveld-Giessendam | The Netherlands www.agileiinthecore.com