SlideShare ist ein Scribd-Unternehmen logo
1 von 78
Downloaden Sie, um offline zu lesen
Agile Fundamentals,[object Object]
The Agile EnterpriseStrategically Aligned, Throughput Focused, Human Powered,[object Object],“Dennis Stevens helped us develop a structured approach that connected customer value to execution. He helped us deliver over $200 million in value to our customers.” ,[object Object],-- Ric Merrifield, Microsoft Corporation,[object Object],[object Object]
PMI Agile LIG
PMI Agile CoP
PMI Agile Certification“Dennis Stevens helped us align business analysis, architecture, development, QA, support and implementation. He was an advocate for the success of our business" ,[object Object],-- Rob Andes, CTO, John Deere,[object Object],Connecting the Strategy and ExecutionHBR: The Next Revolution in Productivity,[object Object],Agile in the Enterprise,[object Object],Core Team Member,[object Object],“In a time growth and change, Dennis  Stevens helped us identify and develop the capabilities needed to deliver technology that was critical to our success." ,[object Object],-- Mike Rouse, COO, Security First Network Bank,[object Object],Exploiting Agile Development,[object Object],Cutter: Rethinking the Agile Enterprise,[object Object],Agile Business Analysis,[object Object],Agile Extension to the BABOK,[object Object]
Agenda,[object Object],Roots of Agile,[object Object],Agile Manifesto,[object Object],Agile Flavors,[object Object],Agile Roles,[object Object],Agile Ceremonies,[object Object],Agile Fundamental Ideas,[object Object],Q&A,[object Object]
Agenda,[object Object],Roots of Agile,[object Object]
What is Agile?,[object Object],Agile:,[object Object],(adj.) Characterized by quickness, lightness, and ease of movement; nimble.,[object Object],(adj.) Mentally quick or alert.,[object Object],(n.) A group of product development methodologies based on iterative and incremental development, where requirements emerge through feedback with the customer and solutions evolvethrough collaboration between members of self-organizing, cross-functional teams.,[object Object]
Predictive Approach,[object Object],The way Traditional, or Predictive Approach, shapes thedefinition of Scope, control of Project Schedule and Cost, and management of the software development process based on roots in scientific management, plan driven management, and manufacturing,[object Object]
Predictive ApproachScientific Management,[object Object],Frederick Taylor - 1880’s and 1890’s ,[object Object],Transformation of Craft Production into Mass Production,[object Object],Work Simplification,[object Object],Specialization,[object Object],Resource Optimization through Time in Motion Studies,[object Object],Piece-rate pay,[object Object]
Initial Benefits in Manufacturing,[object Object],Significant reduction in per unit labor costs,[object Object],Transfer of unskilled agrarian workforce into productive manufacturing resources,[object Object],Standards in productivity,[object Object],Result of Scientific Management in Knowledge Work,[object Object],Low intrinsic value for the skilled worker,[object Object],Low job satisfaction for everyone over time,[object Object],Deskilling and dehumanizing work conditions,[object Object],Increase in management to worker ratio,[object Object],Reduction in innovation,[object Object],Predictive ApproachScientific Management,[object Object]
Predictive ApproachPlan Driven Management,[object Object],Henry Gantt in 1918,[object Object],Henry Ford mass production,[object Object],DoD uses PERT in 1957,[object Object],PMBOK 1987,[object Object],Improve predictability and coordination ,[object Object],Define all tasks and efforts upfront,[object Object],Provide a governance (coordination and control) mechanism,[object Object],Upfront definition of all tasks and effort estimates,[object Object]
Predictive ApproachPlan Driven Management,[object Object],Initial Benefits in Manufacturing,[object Object],Mass production,[object Object],Huge expansion of manufacturing,[object Object],Transformation of world economy,[object Object],Result of Plan Driven Approach in Knowledge Work,[object Object],Gains are lost and losses accumulate,[object Object],Delays in delivery,[object Object],Lack of flexibility,[object Object],Over production of work,[object Object],Stifling of innovation,[object Object]
Predictive ApproachWaterfall,[object Object],Documented by Winston Royce in 1970,[object Object],Reduce cost of change,[object Object],Only proceed to the next phase when the prior phase is complete,[object Object],Early identification of defects,[object Object],Protect the organization from changes in personnel through detailed documentation,[object Object],Protect downstream capacity from flawed product upstream,[object Object]
Predictive ApproachWaterfall,[object Object],[object Object]
Thorough design of the plant saves costs from miscues
Quality control at each step protects downstream capacity
Results of Waterfall in Knowledge WorkImplementation details that become known as we progress invalidates earlier design decisions,[object Object],Lack of transparency,[object Object],Poor risk management,[object Object],Residual technical debt,[object Object],“The Blind Men and the Elephant”,[object Object]
Predictive Approach,[object Object],A focus on process and tools,[object Object],Comprehensive documentation ,[object Object],Detailed upfront definition and strong change control,[object Object],Rigorous adherence to a detailed plan,[object Object],The more projects struggle to more these items are emphasized,[object Object]
Agenda,[object Object],Roots of Agile,[object Object],Agile Manifesto,[object Object]
1994Dynamic SystemDevelopment MethodFormalization of RAD,[object Object],Some had been having better success,[object Object],Timeline,[object Object],2001 Agile Manifesto,[object Object],1960,[object Object],1970,[object Object],1980,[object Object],1990,[object Object],2000,[object Object],1990 - Sutherland & SchwaberScrum PM FrameworkTime-boxed iterations (30 days)Small and co-located, Inspect & adapt,[object Object],Project MercuryNASA,[object Object],1985BarryBoehmSpiral ModelTeam priorizationbased on risk,[object Object],1976Tom GilbEVO EvolutionaryProject Manag.- Adaptive iterations- Fast time to value,[object Object],1995 – Booch,Rumbaugh & JacobsonRational Unified ProcessArchitecture Focus,[object Object],1996 - Beck,Cunningham & JeffriesExtreme ProgrammingEngineering Practices,[object Object],1980GeraldWeinbergAdaptiveProgramming:The New ReligionSmall increments,Customer-drivenfeedback,[object Object],Gerald WeinbergIncremental andIterative Development,[object Object],Half-day iterations,[object Object],Test driven development,[object Object],IBM FederalSystems Division:- Incremental & iterative- Feedback-driven   requirements- Evolving design &  architecture,[object Object],1986Fred Brooks“No Silver Bullet”Agile Developmentover Waterfal,[object Object],1997 - Jeff de LucaFeature Driven DevelopmentDeliver tangible, working softwarerepeatedly in a timely manner,[object Object],1998 - Alistair CockburnCrystal FamilyPeople & Communications, DesignPrinciples, Domains, Bare Sufficiency,[object Object],1985 - Takeuchi & NonakaThe New New ProductDevelopment Game- Cross-functional team- Self-organizing team- Legitimate power- Sense of mission,[object Object],2000 – Robert CharetteLean DevelopmentStrategic Focus, Lean Production,Risk Entrepreneurship,Stretch Goals,[object Object],FIRSTGENERATION,[object Object],SECONDGENERATION,[object Object],With the help of LuizCláudioParzianello.,[object Object]
What did they have in common?,[object Object],17 software development thought leaders,[object Object],XP, Scrum, DSDM, Adaptive Software Development, Crystal, FDD, and Pragmatic Programming,[object Object]
Agile Manifesto,[object Object],We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:,[object Object],Individuals and interactionsover process and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],That is, while there is value in the items on the right, we value the items on the left more. ,[object Object]
Declaration of Interdependence,[object Object],In 2005, 15 Software Development Project Managers got together to discuss how to Project Management must focus to help deliver value from agile teams.,[object Object]
Declaration of Interdependence,[object Object],Agile and adaptive approaches for linking people, projects and valueWe are a community of project leaders that are highly successful at delivering results. To achieve these results:,[object Object],We increase return on investment by making continuous flow of value our focus.,[object Object],We deliver reliable results by engaging customers in frequent interactions and shared ownership. ,[object Object],We expect uncertainty and manage for it through iterations, anticipation, and adaptation. ,[object Object],We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. ,[object Object],We boost performance through group accountability for results and shared responsibility for team effectiveness. ,[object Object],We improve effectiveness and reliability through situationally specific strategies, processes and practices.,[object Object]
Agenda,[object Object],Roots of Agile,[object Object],Agile Manifesto,[object Object],Agile Flavors,[object Object]
Agile ApproachesScrum-Roles and Ceremonies,[object Object],Three Roles,[object Object],Product Owner,[object Object],Team (Delivery Team),[object Object],Scrum Master,[object Object],Artifacts,[object Object],Product Backlog,[object Object],Sprint Backlog,[object Object],Working Tested Deployable Software,[object Object],Ceremonies,[object Object],Sprint Planning,[object Object],Daily Standup,[object Object],Sprint Review,[object Object],Sprint Retrospective,[object Object]
Agile ApproachesXP-Technical Excellence,[object Object],Fine scale feedback,[object Object],Pair programming,[object Object],Planning game,[object Object],Test Driven Development,[object Object],Whole Team (Acceptance Tests),[object Object],Continuous Process,[object Object],Continuous Integration,[object Object],Refactoring,[object Object],Small Releases,[object Object],Coding Standards,[object Object],Shared Understanding,[object Object],Collective Code Ownership,[object Object],Simple Design,[object Object],System Metaphor,[object Object],Programmer Welfare,[object Object],Sustainable Pace,[object Object]
Agile ApproachesFeature Driven Development,[object Object],Develop an overall model,[object Object],Develop a high-level model of the system and use peer review and discussion to refine,[object Object],Build a feature list,[object Object],Create a list of features (client valued increment of functionality) from the high level model,[object Object],Plan by feature,[object Object],Progressively elaborate features ,[object Object],Design by feature,[object Object],Develop specifications for each feature,[object Object],Build by feature,[object Object],Develop, test, and promote the feature,[object Object]
Agile ApproachesKanban-Ongoing Improvement,[object Object],Make Work Visible,[object Object],A more explicit task board than scrum,[object Object],Limit Work in Progress,[object Object],Explicitly limit the number of tasks, stories, features, and epics,[object Object],Help Work to Flow,[object Object],Focus on optimizing for flow – not optimization or number of projects active at a time,[object Object],Make policies explicit,[object Object],Management inclusion,[object Object],Evolutionary change,[object Object],Improve processes using improvement models based on performance data,[object Object]
Agenda,[object Object],Roots of Agile,[object Object],Agile Manifesto,[object Object],Agile Flavors,[object Object],Agile Roles,[object Object]
Delivery Teams,[object Object],Delivery Team,[object Object],A team that has everything they need to deliver a working increment of tested, documented, deployable software at the end of every sprint.,[object Object]
Delivery Teams,[object Object],Delivery Team,[object Object]
Delivery Teams,[object Object],Developers,[object Object]
Delivery Teams,[object Object],Testers,[object Object],Developers,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],Testers,[object Object],Developers,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],Testers,[object Object],Developers,[object Object],Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],ProcessCoordinator,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],CSM,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],KanbanMaster,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],TeamLead,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],Steward,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Delivery Teams,[object Object],Analyst,[object Object],Scrum Master,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Scrum Master,[object Object],Ensures the delivery team is functional and productive,[object Object],Facilitates Daily Stand Up,[object Object],Facilitates Sprint Planning,[object Object],Facilitates Sprint Review,[object Object],Facilitates Retrospective,[object Object],Participates in Release Planning Meeting,[object Object],Removes Impediments,[object Object],Facilitates Improvements,[object Object]
Product Owner,[object Object],Product Owner,[object Object],Analyst,[object Object],Steward,[object Object],Testers,[object Object],Developers,[object Object],Generalizing Specialists,[object Object]
Product Owner,[object Object],Responsible for the business value of the project,[object Object],Ensures the product owner team is functional and productive,[object Object],PO Steward/ rep(s) optionally participate in Daily Stand Up,[object Object],PO Steward and rep(s) prepare for and participate in Sprint Planning,[object Object],PO Steward and rep(s) participate in Sprint Review,[object Object],PO Steward/ rep(s) optionally participate in Retrospective,[object Object],Prepares for and Facilitates Release Planning Meeting,[object Object],Facilitates Product Owner Improvements,[object Object]
Product Owner Team,[object Object],Product Owner,[object Object]
Product Owner Team,[object Object],Product Owner Team,[object Object],A team that has everything they need to:,[object Object],[object Object]
scope the smallest solution that might possibly deliver on the business value increment,
prepare the runway for the delivery teams,
coordinate the implementation of the business value increment when it is delivered.,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Governance,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Governance,[object Object],Business Analyst,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Governance,[object Object],Business Analyst,[object Object],UAT / IVV,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Governance,[object Object],Business Analyst,[object Object],Project Manager,[object Object],UAT / IVV,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Governance,[object Object],User Experience,[object Object],Business Analyst,[object Object],Project Manager,[object Object],UAT / IVV,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Steward,[object Object],Governance,[object Object],User Experience,[object Object],Business Analyst,[object Object],Project Manager,[object Object],UAT / IVV,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Product Owner,[object Object],Governance,[object Object],User Experience,[object Object],Business Analyst,[object Object],Project Manager,[object Object],UAT / IVV,[object Object]
Product Owner Team,[object Object],Product Manager,[object Object],Product Owner,[object Object],Governance,[object Object],User Experience,[object Object],Business Analyst,[object Object],Project Manager,[object Object],Delivery,[object Object],UAT / IVV,[object Object]
Agenda,[object Object],Roots of Agile,[object Object],Agile Manifesto,[object Object],Agile Flavors,[object Object],Agile Roles,[object Object],Agile Ceremonies,[object Object]
Overall Flow,[object Object]
Visioning,[object Object]
Visioning,[object Object],Product owner,[object Object],Prepares product vision, strategy and goals,[object Object],Participants as needed,[object Object],Everyone proposes a set of Product Stories,[object Object],Not by architecture layer – a discrete set of value,[object Object],Customer value and frequency and business priority,[object Object],Define risks associated stories with the product stories,[object Object],Organizational risk: Does the delivery team do it,[object Object],Technical risk: Do we have the technology to do it,[object Object],Business risk: Do we have clear business outcomes,[object Object],Architecture, UX, and Design,[object Object],Define Architecturally significant stories,[object Object],Perform sufficient design to provide roadmap,[object Object]
Release Planning,[object Object]
Release Planning,[object Object],Release Planning Inputs,[object Object],A focused goal for the release,[object Object],A prioritized set of user stories – business value ranking,[object Object],Risks associated with the stories,[object Object],Release Planning Process,[object Object],The delivery team assesses the groomed backlog,[object Object],Split the stories into small enough to plan,[object Object],Order the stories into the current release (the smallest product where the benefits outweigh the cost of releasing), the following release, and future releases,[object Object],Prioritize the stories and risks in the current release,[object Object],Plan to address risks ahead of the related stories,[object Object]
Specification,[object Object]
Specification,[object Object],[object Object]
Product Owner Team works with Delivery Team to prepare Specifications (Acceptance Criteria, Screenshots, Mock-Ups, Use Case Updates, etc.) for Sprint Planning
Stories will have sufficient specification to allow teams to adequately plan and commit to the Sprint
The delivery team will have sufficient insight prior to the Sprint Planning to responsibly participate in Sprint planning,[object Object]
Daily Standups
Sprint Review
RetrospectiveNo Surprises,[object Object]
Sprint Planning,[object Object]
Sprint Planning,[object Object],[object Object]
Make sure stories are “ready” to be delivered – identify sufficient stories to fill the next sprint

Weitere ähnliche Inhalte

Was ist angesagt?

Agile Methodology and Tools
Agile Methodology and ToolsAgile Methodology and Tools
Agile Methodology and ToolsNaresh Gajuveni
 
Agile Values, Principles and Practices
Agile Values, Principles and PracticesAgile Values, Principles and Practices
Agile Values, Principles and Practicesjackcrews
 
Agile-Scrum Methodology-An Introduction
Agile-Scrum Methodology-An IntroductionAgile-Scrum Methodology-An Introduction
Agile-Scrum Methodology-An IntroductionXBOSoft
 
Agile presentation
Agile presentationAgile presentation
Agile presentationinfolock
 
Agile & SCRUM basics
Agile & SCRUM basicsAgile & SCRUM basics
Agile & SCRUM basicsArun R
 
Introduction to Agile-Scrum
Introduction to Agile-ScrumIntroduction to Agile-Scrum
Introduction to Agile-ScrumPraveen Nair
 
Agile methodology
Agile methodologyAgile methodology
Agile methodologyTyler Rose
 
Agile methodology
Agile methodologyAgile methodology
Agile methodologyPayod Soni
 
Agile Methodology in Software Development
Agile Methodology in Software DevelopmentAgile Methodology in Software Development
Agile Methodology in Software DevelopmentRaghav Seth
 
Agile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileAgile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
 
Introduction agile scrum methodology
Introduction agile scrum methodologyIntroduction agile scrum methodology
Introduction agile scrum methodologyAmit Verma
 
Agile 101
Agile 101Agile 101
Agile 101beLithe
 
Introduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile FrameworkIntroduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile Frameworksrondal
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
 
Agile - Scrum Presentation
Agile - Scrum PresentationAgile - Scrum Presentation
Agile - Scrum Presentationgihanlsw
 

Was ist angesagt? (20)

Agile Methodology and Tools
Agile Methodology and ToolsAgile Methodology and Tools
Agile Methodology and Tools
 
SCRUM – Agile Methodology
SCRUM – Agile MethodologySCRUM – Agile Methodology
SCRUM – Agile Methodology
 
Agile Values, Principles and Practices
Agile Values, Principles and PracticesAgile Values, Principles and Practices
Agile Values, Principles and Practices
 
Agile 101
Agile 101Agile 101
Agile 101
 
Agile-Scrum Methodology-An Introduction
Agile-Scrum Methodology-An IntroductionAgile-Scrum Methodology-An Introduction
Agile-Scrum Methodology-An Introduction
 
Agile presentation
Agile presentationAgile presentation
Agile presentation
 
Agile
AgileAgile
Agile
 
An Overview of SAFe
An Overview of SAFeAn Overview of SAFe
An Overview of SAFe
 
Agile & SCRUM basics
Agile & SCRUM basicsAgile & SCRUM basics
Agile & SCRUM basics
 
Introduction to Agile-Scrum
Introduction to Agile-ScrumIntroduction to Agile-Scrum
Introduction to Agile-Scrum
 
Agile methodology
Agile methodologyAgile methodology
Agile methodology
 
Agile methodology
Agile methodologyAgile methodology
Agile methodology
 
Agile Methodology in Software Development
Agile Methodology in Software DevelopmentAgile Methodology in Software Development
Agile Methodology in Software Development
 
Agile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileAgile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being Agile
 
Agile vs Waterfall
Agile vs WaterfallAgile vs Waterfall
Agile vs Waterfall
 
Introduction agile scrum methodology
Introduction agile scrum methodologyIntroduction agile scrum methodology
Introduction agile scrum methodology
 
Agile 101
Agile 101Agile 101
Agile 101
 
Introduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile FrameworkIntroduction to SAFe, the Scaled Agile Framework
Introduction to SAFe, the Scaled Agile Framework
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
 
Agile - Scrum Presentation
Agile - Scrum PresentationAgile - Scrum Presentation
Agile - Scrum Presentation
 

Ähnlich wie Agile Fundamentals

Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Enthiosys Inc
 
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...David Rico
 
Next Generation Project Management: Evolving, Transforming and Adapting to th...
Next Generation Project Management: Evolving, Transforming and Adapting to th...Next Generation Project Management: Evolving, Transforming and Adapting to th...
Next Generation Project Management: Evolving, Transforming and Adapting to th...Kaali Dass PMP, PhD.
 
Intro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersIntro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
 
Return on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsReturn on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
 
Essential Elements Of Distributed Agile
Essential Elements Of Distributed AgileEssential Elements Of Distributed Agile
Essential Elements Of Distributed AgileVernon Stinebaker
 
Why Agile? Why Now? IPMA Forum 2009
Why Agile? Why Now?   IPMA Forum 2009Why Agile? Why Now?   IPMA Forum 2009
Why Agile? Why Now? IPMA Forum 2009skipangel
 
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
 
Lean & Agile Project Management
Lean & Agile Project ManagementLean & Agile Project Management
Lean & Agile Project ManagementDavid Rico
 
Agile transformation approach by First Consulting
Agile transformation approach by First ConsultingAgile transformation approach by First Consulting
Agile transformation approach by First ConsultingRoel van Overdam
 
Agile transformation approach by first consulting
Agile transformation approach by first consultingAgile transformation approach by first consulting
Agile transformation approach by first consultingRoel van Overdam
 
Projectmanagement 141108102434-conversion-gate01
Projectmanagement 141108102434-conversion-gate01Projectmanagement 141108102434-conversion-gate01
Projectmanagement 141108102434-conversion-gate01Mehmet Demir
 
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsBusiness Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software DevelopmentAvidan Hetzroni
 
Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)David Rico
 
Agile Development Overview
Agile Development OverviewAgile Development Overview
Agile Development Overviewguestb4c770
 
Introduction to Lean Software Development
Introduction to Lean Software DevelopmentIntroduction to Lean Software Development
Introduction to Lean Software DevelopmentMichael Vax
 

Ähnlich wie Agile Fundamentals (20)

Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
 
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
 
Next Generation Project Management: Evolving, Transforming and Adapting to th...
Next Generation Project Management: Evolving, Transforming and Adapting to th...Next Generation Project Management: Evolving, Transforming and Adapting to th...
Next Generation Project Management: Evolving, Transforming and Adapting to th...
 
Intro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersIntro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and Managers
 
Return on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsReturn on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile Methods
 
Essential Elements Of Distributed Agile
Essential Elements Of Distributed AgileEssential Elements Of Distributed Agile
Essential Elements Of Distributed Agile
 
Why Agile? Why Now? IPMA Forum 2009
Why Agile? Why Now?   IPMA Forum 2009Why Agile? Why Now?   IPMA Forum 2009
Why Agile? Why Now? IPMA Forum 2009
 
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
 
Lean & Agile Project Management
Lean & Agile Project ManagementLean & Agile Project Management
Lean & Agile Project Management
 
Agile transformation approach by First Consulting
Agile transformation approach by First ConsultingAgile transformation approach by First Consulting
Agile transformation approach by First Consulting
 
Agile transformation approach by first consulting
Agile transformation approach by first consultingAgile transformation approach by first consulting
Agile transformation approach by first consulting
 
Projectmanagement 141108102434-conversion-gate01
Projectmanagement 141108102434-conversion-gate01Projectmanagement 141108102434-conversion-gate01
Projectmanagement 141108102434-conversion-gate01
 
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsBusiness Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
 
Psp Tsp Agile 3 1 En
Psp Tsp Agile 3 1 EnPsp Tsp Agile 3 1 En
Psp Tsp Agile 3 1 En
 
Agile webinar pack (2)
Agile webinar pack (2)Agile webinar pack (2)
Agile webinar pack (2)
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Development
 
Michigan Agile Presentation
Michigan Agile PresentationMichigan Agile Presentation
Michigan Agile Presentation
 
Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)
 
Agile Development Overview
Agile Development OverviewAgile Development Overview
Agile Development Overview
 
Introduction to Lean Software Development
Introduction to Lean Software DevelopmentIntroduction to Lean Software Development
Introduction to Lean Software Development
 

Mehr von Dennis Stevens

Agile2013 sustainable change
Agile2013 sustainable changeAgile2013 sustainable change
Agile2013 sustainable changeDennis Stevens
 
Beyond functional silos with communities of practice
Beyond functional silos with communities of practiceBeyond functional silos with communities of practice
Beyond functional silos with communities of practiceDennis Stevens
 
Agile and the nature of decision making
Agile and the nature of decision makingAgile and the nature of decision making
Agile and the nature of decision makingDennis Stevens
 
Deciding what to build
Deciding what to buildDeciding what to build
Deciding what to buildDennis Stevens
 
An introduction to agile business analysis
An introduction to agile business analysisAn introduction to agile business analysis
An introduction to agile business analysisDennis Stevens
 
Agile foundation and agile myths
Agile foundation and agile mythsAgile foundation and agile myths
Agile foundation and agile mythsDennis Stevens
 
Feeding the agile beast agile 2010
Feeding the agile beast agile 2010Feeding the agile beast agile 2010
Feeding the agile beast agile 2010Dennis Stevens
 
Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010Dennis Stevens
 
Feeding the agile beast 2010 talk
Feeding the agile beast   2010 talkFeeding the agile beast   2010 talk
Feeding the agile beast 2010 talkDennis Stevens
 
Feeding The Agile Beast
Feeding The  Agile  BeastFeeding The  Agile  Beast
Feeding The Agile BeastDennis Stevens
 
The Role Of Conversation In Projects
The Role Of Conversation In ProjectsThe Role Of Conversation In Projects
The Role Of Conversation In ProjectsDennis Stevens
 

Mehr von Dennis Stevens (15)

Agile2013 sustainable change
Agile2013 sustainable changeAgile2013 sustainable change
Agile2013 sustainable change
 
Beyond functional silos with communities of practice
Beyond functional silos with communities of practiceBeyond functional silos with communities of practice
Beyond functional silos with communities of practice
 
Agile and the nature of decision making
Agile and the nature of decision makingAgile and the nature of decision making
Agile and the nature of decision making
 
Coffee maker workshop
Coffee maker workshopCoffee maker workshop
Coffee maker workshop
 
Deciding what to build
Deciding what to buildDeciding what to build
Deciding what to build
 
An introduction to agile business analysis
An introduction to agile business analysisAn introduction to agile business analysis
An introduction to agile business analysis
 
Agile foundation and agile myths
Agile foundation and agile mythsAgile foundation and agile myths
Agile foundation and agile myths
 
Feeding the agile beast agile 2010
Feeding the agile beast agile 2010Feeding the agile beast agile 2010
Feeding the agile beast agile 2010
 
Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010
 
Kanban 101
Kanban 101Kanban 101
Kanban 101
 
Strategy Execution
Strategy ExecutionStrategy Execution
Strategy Execution
 
Feeding the agile beast 2010 talk
Feeding the agile beast   2010 talkFeeding the agile beast   2010 talk
Feeding the agile beast 2010 talk
 
Feeding The Agile Beast
Feeding The  Agile  BeastFeeding The  Agile  Beast
Feeding The Agile Beast
 
The Role Of Conversation In Projects
The Role Of Conversation In ProjectsThe Role Of Conversation In Projects
The Role Of Conversation In Projects
 
Eight Things
Eight ThingsEight Things
Eight Things
 

Kürzlich hochgeladen

Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 

Kürzlich hochgeladen (20)

Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 

Agile Fundamentals

  • 1.
  • 2.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16. Thorough design of the plant saves costs from miscues
  • 17. Quality control at each step protects downstream capacity
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50. scope the smallest solution that might possibly deliver on the business value increment,
  • 51. prepare the runway for the delivery teams,
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 66.
  • 67.
  • 68.
  • 69.
  • 70. Product Owner Team works with Delivery Team to prepare Specifications (Acceptance Criteria, Screenshots, Mock-Ups, Use Case Updates, etc.) for Sprint Planning
  • 71. Stories will have sufficient specification to allow teams to adequately plan and commit to the Sprint
  • 72.
  • 75.
  • 76.
  • 77.
  • 78. Make sure stories are “ready” to be delivered – identify sufficient stories to fill the next sprint
  • 79. The delivery team will decompose the stories into the tasks required to deliver on the sprint
  • 80. The tasks will be estimated in ideal hours by the delivery team with no task being greater than 6-8 hours
  • 81. The delivery team will include tasks to address risks associated with the stories committed in the sprint
  • 82.
  • 83.
  • 84. These follow the same pattern of drive risk down early and deliver value
  • 85. Everyone commits to attending the daily standup, being “present” during the standup, and engaging to support the team
  • 86. Tasks are pulled – not assigned – in the daily standup
  • 87.
  • 88.
  • 89. The product owner team provides feedback on the product and the success of the delivery team
  • 90. Only 100% completed stories (delivered, tested, deployable, and documented) are presented
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96.
  • 97.
  • 98.
  • 99.
  • 100.
  • 101.
  • 102.

Hinweis der Redaktion

  1. Observed that lathe workers across organizations had wide differences in productivity – with most shops falling to the productivity of the lowest worker in the shop.Goals: Transformation of Knowledge work into Tools, Processes, and Documentation
  2. The WBS is defined up front – with 100% of the project scope and all deliverables defined up frontThe WBS is used to show all work and dependencies for a projectEstimating the WBS provides an accurate schedule for the projectHolding people to these detailed upfront plans ensures projects are delivered on timeCreating detailed deliverables at the front of the project that resulted in rework and confusion
  3. Demonstrated common practice that had been adopted from the manufacturing and construction industriesRoyce actually documented it as a flawed model – although it was and still is common in software development
  4. We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value: