Agile?Lars Irenius @ Postnord, 2012-11-27

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Agenda

•What is agile?

•Why agile?

•Manage agile

•Buying agile

•Failing with agile?

What is Agile?

ジャストインタイム自働化

Just in Time(JIT)

JidokaAutonomation

Visualisering av problem

1. Upptäck avvikelse (fel)2. Stanna3. Rätta felet.4. Hitta orsaken och korrigera processen

Gör• Det som behövs• När det behövs• I den mängd som behövs

CustomerPull

Fokusera på kundvärde!Gör inte onödiga saker.

Lös problem!Kontinuerlig förbättring!

Se helheten – visualisera!

Anpassa till förändring!

Agilt

Optimera flöde!

Lean

Principles behind the Agile manifesto

Agile Requirements, NFI 15/6 2012

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development.

Business people and developers must work together daily throughout the project.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

The best architectures, requirements, and designs emerge from self-organizing teams.

Continuous Delivery, Fast TTM

Agile Requirements, NFI 15/6 2012

Source: www.informit.com

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Besluta så sent som möjligt

Welcome changing requirements, even late in development.

Multifunktionella, självorganiserande och bemyndigade team.

The best architectures, requirements, and designs emerge from self-organizing teams.

Source: Jurgen Appelo

Best Teacher can transfer 30% of his knowledgeAllen Ward

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Source: Jurgen Appelo

TT-shaped teams and staff

http://www.versionone.com/state_of_agile_development_survey/11/

Benefits optained adopting agile

http://www.versionone.com/state_of_agile_development_survey/11/

SCRUM Board

Source: Henrik Kniberg

Product and Sprint Backlog

Kanban

Source: Henrik Kniberg

Source: Wikipedia

Why Agile?

Agile Software RequirementsDean Leffingwell

implement

What?

When? $?

Future goal state

DP 1 DP 2 DP 3

*PM Network Magazine, November 2009

RequirementsAnalysis & Design

Solution development

Test & Launch

Future goal state

Design, Implement, Test, Evaluate, Learn and Adapt in increments

Future goal state

Future goal state

http://www.versionone.com/state_of_agile_development_survey/11/

Benefits optained by adopting agile

Steering Agile?

Roles, artefacts and activities

Kanban and Scrum – making the most of both.Henrik Kniberg & Mattias Skarin 2010

Team

Produkt

Program

Styrning av produktportfölj

Agile Requirements, NFI 15/6 2012

Traditionell kravställning säger åt utvecklaren vad

han/hon ska göra.

Agil styrning ska ge teamet förutsättningar att själva finna

en bra lösning.

Source: Jurgen Appelo

Backlog is not enough, you must get the big picture!

Agile Requirements, NFI 15/6 2012

Source: www.agileproductdesign.com

Team

Produkt/Programledning

Affärsledning

Roadmap/Funktioner/ReglerVad ska göras?

”Themes/Epics”Vart är vi på väg

Stories, TasksHur ska det göras?

Transparent steering

Agile Requirements, NFI 15/6 2012

The team must know the world to adapt to.

Agile Requirements, NFI 15/6 2012Source: www.agileproductdesign.com

Streamline and Scaling AgileTwo models foragile steering

Scaled Agile Framework™ Big Picture

Release preparation & verification

R n.1

MergeCorrections

TG0 TG5

PD2Release content decided

Which features to include in a release, both developed, under development and not yet started.

21 272019181716 ... 12 .... 1511

GODecision

Verified “up and running” system version:

Feature implementationdecision

D

DDD

D D

DD

DD

DD

R n.1

R n.2

Development “Go” per D

Decoupling of release projects

Des

ign

Rel

ease

Integration & Automated Regression Test (with load)

Streamlined Development

Managing Agile

A Pig is someone who has skin in the game. Pig roles are considered core team members. Performers. People who “do” work.Get it?A Chicken is someone who has something to gain by the Pigs performing, but in the end, really do not contribute day to day to “getting things done”.

The English verb “to manage” was originally derived from the Italian

maneggiare, meaning to handle and train horses. This original meaning

merged with the French term menage, or household.

Source: Jurgen Appelo

Management 3.0, Jurgen Appelo

Source: Jurgen Appelo

Source: Jurgen Appelo

Source: Jurgen Appelo

Agile transformation

•Set a goal for the change – what do you want to achieve.

•Define the system to change!

•Define a core team.

•Launch a training program for key staff.

• Introduce system for continuous improvements.

Improve

DoEvaluate

Assess Plan

Select and FocusMax 2 areas

Implement! Often via a

project´s WoW

Baseline

New baseline

Identify size & typeof problems

Identify strong &weak areas

Constant improvement

Improve

DoEvaluate

Assess PlanMove to higher maturity level

Improve

DoEvaluate

Assess Plan

Buying Agile ?

Big projects – Small projectsMany projects – Few projectsProjects – Continuous delivery

Trafikleverans

Operatör

Trafikföretag

Organisationer i samarbete och takt för tjänstekvalitet

• Resenären – Gemensam kund

• Kundfokus måste genomsyra relationen med operatören

Part of the system or not?

Customer

Vendor 1

Vendor 2

Vendor 3

When part of the system

•Shared long-term goal

•Dedicated team for customer.

•Aligned processes customer – vendor (e.g. QA, release)

•Agile process as if in-house

•Contractual model: T&M

Source: Jurgen Appelo

When not part of the system

Fackmannamässigt fel

Samverkansfel

Tidsbox TidsboxReserv

tidsbox

Flyttat arbete Flyttat arbete Flyttat arbete

Rest

Reducering av timarvode

Rättning utan arvode.Påtalas inom 6 månader

Ursprungligt Uppdrag Ändrat Uppdrag

Avtalsparametrar: Kompetenta resurser Antal resurser och timmar

fördelat på Tidsboxar Timpris samt eventuell Risk-

och Vinstdelning Antal Reservtidsboxar

Agila projekt – IT företagens standardavtal

Source: Henrik Gavelli

Fixed PriceShared Risk

Time & Material

Contractual models for agile steering (outside of the system)• Fixed cost – prioritized functions•The customer prioritize functions together with vendor from a product backlog list. Delivery in time with prioritized functions.

•Fixed functions – T&M• The customer prioritize functions together with vendor

from a product backlog list. Preliminar delivery schedule agreed with sprint deliveries

•Fixed cost, time and functions• No “agile steering” possible, but vendor may work agile

and make sprint deliveries.

Agile vendor not part of the system•Contract can be fixed functions or fixed time/cost.

•Functions to be planned in sprints + one or two “hardening” sprints (based on degree of uncertainty)

•Fixed time allows for greater flexibility.

•Burndown to be visible for customer

•Sprintbased delivery

•Retrospects

Kundeffekt

Leverans

Upphandling&

Etablering

IDAG IMORGON

Mät mot kundeffekt

Styr leveransen4. Korrigera snabbt3. Förutse leveranseffekter2. Analysera mönster1. Fånga signaler

Lägg grunden

Fokus på avtal eller leverans ?

Mät mot avtal

Fixed Price or T&M

Passive Active

Fixed Scope

Open Scope

FPFPor

T&M

T&M

Failing with Agile

http://www.versionone.com/state_of_agile_development_survey/11/

Leading causes of failed agile projects

Stefan Berg, Com Hem i Computer Sweden, 110923

Thanks!lars.irenius@knowit.se