Protect Team Boundaries

Agile and Lean Workshop

Co-Founder, Accelinnova

801. 209. 0195

accelinnova.com

blog: pollyannapixton.com

t: @pollyannapixton

Pollyanna PIXTON

Senior Consultant, Accelinnova

Development Operations Manager, IBM

Paul GIBSON

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Handbook

Slides

Contact Us

Paper Airplane

Logistics

Adopting Agile

Awareness Te

ach

Pra

ctic

e

Understanding

Knowledge

Ability

Mastery

what is agile?

A set of effective principles

Recognizes uncertainty & change

Ownership

Collaboration

Disciplined delivery

A set of practices that help implement those

principles

What is Agile?

Delivers business value in “chunks”

Continuous stakeholder and customer

feedback

Embraces change

Continuous learning

Practice Excellence

Continuous High Quality

No accumulation of technical debt

What is Agile?

Technical Debt?

Anything that makes

code difficult to

change.

Cost of getting out of

debt is compounded

over time.

Defect Cost over Time

4.2 defects per hour!

All in all, coders introduce bugs at the rate of

4.2 defects per hour of programming.

They make one mistake for every seven to

ten lines of code-a stunning level of errors.

And almost one-fifth of those errors are

simply typos.

If you crack the whip and force people to

move more quickly things get even worse.

- Watts Humphrey

why agile?

faster & better

results

Efficiencies and Effectiveness

Make sure we are delivering

the right business value

Improve ability to deal with

change, risk and uncertainty

Drive out cost and waste in

product development

lifecycle

What role does Agile play?

Facing market and

technical uncertainty,

agile methods:

Improve delivery

Decrease time-to-

market

Reduce rework

Agile does this…

Breaks work into chunks

Prioritize chunks by business value

Builds highest value chunks in a time-boxed

iteration called a Sprint

Delivered chunks are working, ready to be

deployed software

Deployed when stakeholder says there is

enough BV to go to market

What role does lean play?

By reducing waste, lean creates

excess capacity that we can allocate

to high priority tasks.

Agile Examples

1 year projects reduced to 5 months with

better quality (custom systems)

Past: 3 months to develop 2 year roadmap

Present: 3 days

Financial: 50% time cut; 60% cost reduction

Introduction

Making Better

Decisions

Diving Into Agile

Lean Software

Development

Practice Excellence

Q&A

Agenda

Business issues today…

must

consistentlydeliver

businessvalue…

…in adynamic

environment

with

constrained resources

business dynamics

innovate to

differentiate

responsiveness

tighter linkage to

customers

time to value

operational dynamics

predictability ofschedules

quality

better use of resources

improve productdevelopment cycles

Business Challenges

Project Statistics

0 10 20 30 40 50 60

Failed

Challenged

Successful

2006

1996

Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

Project Statistics

Always or

Often Used:

20%

Never or

Rarely Used:

64%

Standish Group Study, reported by CEO Jim Johnson, XP2002

Sometimes

16%Rarely

19%

Never

45%

Often

13%

Always

7%

We need to…

Lead in the marketplace

Deliver the right product

Meet customer’s changing needs

Deliver to rapidly moving market windows

Innovate on both sides of your business

model

Get more done by doing less

how does

agile

help?

Innovate to differentiate

Embrace Change

Go in search of change

Help your customers lead in their

marketplace

Understand your customer’s success factors

Assess market changes and needs

continuously

timeto

market

build highest value first!

don’t build what we

don’t need

MS Word vs. Google Docs

Word toolbar

Agile does this by…

Breaking work into chunks

Prioritizing chunks by business value

Being flexible

Can be stopped or restructured without

losing all value

Delivers in chunks (working, ready to be

deployed software)

Business Driven

Delays by overzealous planning costs far more

than it saves

Time

Co

st

Delay

Lost Value

The opportunity is often lost by deliberating - Publilius Syrus (42 BC)

A good plan today is

better than a perfect plan

tomorrow.- George S. Patton

Business Driven

Agile projects reach a break-even point earlier!

Time

Cost

Profit

Investment

Bre

akeven

Single

ReleaseS

elf-F

undin

g

Bre

akeven

Software by Numbers by Mark Denne and Jane Cleland-Huang

Staged

Releases

responsiveness to

market changes

Agile does this by…

Continuous stakeholder feedback

Stakeholders participate in

User story development

Prioritizing chunks

Giving feedback on delivery of working chunks

Delivering in short cycles

transparency

To avoid surprises!

Agile does this by …

Demonstrates working code with high quality

at the end of each sprint

Shows progress clearly• Burn-Up chart

More finished state

No technical debt accumulating

Information Radiators

Mitigate risk

Agile does this by …

Discovering risks early through continuous

short iterations

Addressing risks early and often

Testing risk mitigation solutions

Closing risks

Realistically addressing uncertainty

Dealing with Uncertainty

we don’t know what we don’t know

As Knowledge

increases Leaders use

iterations to guide

project towards

enhanced goal

Encourage Mid Course Corrections

Planned Path

Actual Path

Actual Completion

Start

Zone of successPlanned

Completion

Incre

asin

g K

now

led

ge

Hurricane Rita

- NASA

Delivering Quality

Delivery of high quality

Continuous focus on Quality

Development Discipline

Early Validation

Low Technical Debt

TDD - Test cases are written first, before

anything is developed

Go/no-go decisions reached early and often

Agile Defined…

Agile Manifesto

We are uncovering better ways of developing

software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive docs

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.

www.agilemanifesto.org© 2001

• Stable, Time-Boxed, Short Iterations

• Stakeholder Feedback

• Self-Directed Teams

• Sustainable Pace

Agile Defined: Key CharacteristicsAgile Key Characteristics

Agile Elements

Agile MUST be Disciplined

Agile development necessitates greater discipline

than traditional methods.

“Quality” and “Consumability” must be real, not

platitudes.

Agile is Disciplined

Light Weight

“Barely sufficient”

artifacts

methodology

documentation

Reflect and Adapt

Adaptive

planning

Demonstrations

Retrospectives

Continuous

improvement

Reflect and Adapt

Agile

introduction

Summary

Leadership Role

A good agile project will build something that

meets customers needs but may be different

from original plans.

- Jim Collins

Leadership Role

Agile is continuous learning and

adaptive planning.

- M. Buckingham

Agile has been used by:

• Microsoft

• Yahoo

• Google

• Electronic Arts

• Lockheed Martin

• Philips

• Siemens

• Nokia

• IBM

• Capital One

• BBC

• Pitney Bowes

• Intuit

• Nielsen Media

• First American Real

Estate

• BMC Software

• Ipswitch

• John Deere

• Lexis Nexis

• Sabre

• Salesforce.com

• Time Warner

• Turner Broadcasting

Wait !

What about Lean?

It’s all about choices….

Do you want your teams to be ….

or

Focus on Customer Value

Recognize Waste

Effort

Time

Poor Quality

Remove the waste!

Focus on Customer Time to Value

Continuously optimize processes

Focus on flexibility and pace

Efficiency and Effectiveness

What is Agile

Your

Questions?