Being agile ? @pablopernot version 0.5 december 2012 

Project(s) Product(s) 

One or many goals One or many dates People Material (tools, places, etc.) Project(s) Product(s) 

One or many goals One or many dates People Material (tools, places, etc.) A cost Project(s) Product(s) 

Features are not those expected Features are not what we needed Features are not fully achieved Features are not working as expected Some features are missing Some features are useless Some features are working badly We discover too late problems with features We are late We will never reach the goal, never We discover too late that the goal will be never reach people don't understand each other people don't communicate people are giving failure and responsability to others people have pressure people will not want to work again together people will not want to work again people are not effective people are not performing people are not faithful We discover too late problems with people 

The goal has been reached but is deceptive The goal has been reached but is deceptive for some of us The goal has been reached but it is hard to make it evolve The goal has been reached but it is long to make it evolve We are not proud of the outcome It costs too much money We discover too late that it will cost too much money The contract forbids us to do what we will now It's a failure 

64% rarely or never used features Chaos Report - Standish Group 

Agile Manifeste, 2001 http://agilemanifesto.org 

Edwards Deming Taiichi Ohno Continuous improvement Respect people Challenge everything - Embrace change "Why are we doing this ?" 

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan http://agilemanifesto.org 

Google Microsoft Yahoo Adobe Oracle Salesforce Spotify 

Lean Thinking Extreme Programming Scrum Kanban craftsmanship devops 

Agile Culture practices are a deadend without culture 

Visual Management 

Transparency and communication 

Communication & collaboration 

Deliver things done and emergent design Jeff Patton, http://www.agileproductdesign.com/blog/dont_know_what_i_want.html 

Breaking the silos http://www.sao.corvallis.or.us/drupal/files/The%20New%20New%20Product%20Development%20Game.pdf Source: “The New New Product Development Game”, Hirotaka Takeuchi and Ikujiro Nonaka, Harvard Business Review, January 1986. 

Optimize feedback Change is easier and cheaper 

Estimates & planification Repeating a observed capacity of delivery Cost Time Features Cost Time Fixed & regular capacity of delivery 

Test Driven Development & Continuous integration 

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How to become agile ? From doing agile ...to being agile 

Awareness Desir Ability Promotion Transfer Agile is mainly a change management approach 

Mike Cohn, http://www.mountaingoatsoftware.com/ 

Benefits & stoppers 

Turnover & motivation Intrinsec quality (bugs) Time to market Productivity, innovation, competitivity Benefits ? 

Culture that doesn't support change Ineffective use of retrospectives Ignore needed infrastructure Lack of full planning participation Unavailable Product Owner Bad Scrummasters Not having an onsite evangelist Team lacking authority Testing not pulled forward Traditional performances appraisals Reverting to form Checkbook commitment Jean Tabaka 2009 Agile failure modes 

Agility as the goal Focusing on practices It's just for the development team Robbie McIver Three Failures to Avoid in Agile Transitions Beware 

Focus Scrum 

Roles & responsabilities Product Owner Responsible for "WHY & WHAT" Own the vision Maximize ROI Prioritize & Validate 

Roles & responsabilities Team Responsible for "HOW" Estimate Produce Self-organized Cross-functional 

Roles & responsabilities Scrummaster Focus on Communication Facilitation Culture & practices 

Artefacts Backlog & user stories 

Artefacts Definition of done 

Artefacts Burndown Burnup chart 

Timeboxes Review Retrospective Iteration Sprint planning Daily Scrum 

Tell me, and I will forget. Show me, and I may remember. Involve me, and I will understand. – Confucius, 450 B.C Workshops The Chair Game http://agiletrail.com/2012/03/27/8-great-short-games-for-groups/ Offing the offsite customer http://jamesshore.com/Presentations/OffingTheOffsiteCustomer.html Open Ended Specifications http://blog.crisp.se/2009/02/18/davidbarnholdt/1234986060000 Marshmallow Challenge http://www.marshmallowchallenge.com Scrum Ball Point Game http://borisgloger.com/2008/03/15/the-scrum-ball-point- game/ Multitasking Name Game http://www.crisp.se/gratis‐material‐och‐guider/multitasking‐ name‐game