Agile Information Management Development

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1 Agile Information Management Development

2 Agile Project Management Characteristics Acceptance and even welcome of changing requirements Incremental product delivery Define, develop and deliver early and often Small teams of mostly dedicated resources Constant communication between the customer (proxy) and the team 2

3 Why Agile Development? Change is Constant Market Changes Technology Changes Customer Needs Change Responsive Faster ROI Feedback to Refine and Reprioritize Features based on Customer Feedback 3

4 Agile vs. Traditional Project Management Requirements defined per increment vs. all at once Agile by design responds to customer change opposed to formal change requests Goal to produce project artifacts that bring value to the customer vs. stacks of paperwork that serve no long term purpose Lean origins Agile generates ROI and customer feedback faster than waterfall Tighter feedback loops improve navigation of risk, schedule, and customer expectations Customer involvement greater produces an end product that is more in focus with the customer s expectation Testing occurs throughout the product development instead of at the end. Fix as the issue is identified 4

5 Agile vs. Waterfall 5

6 Flavors of Agile Scrum or Scrum hybrid (75% of Agile) XP (Extreme Programming) Lean Software Development Agile Unified Process Crystal 6

7 Scrum Development Cycles Time-boxed Sprints Incremental Product Delivery Roles ScrumMaster, Product Owner, Team, Technical Lead Ceremonies Daily Standup, Sprint Retrospective/Review Principle Artifacts Product Backlog, Burn-Up/Burn Down Charts 7

8 Scrum Development Cycle Sprints Typically 2-4 weeks in duration Goal to produce clean (shippable code) each sprint Release when Minimum Viable Product has been reached Typical Sprint with Release 1. Backlog Grooming 2. Sprint Planning Team Commitment 3. Development and Testing Daily Standups 4. Customer Demonstration 5. Release 6. Sprint Retrospective and Review 8

9 Scrum Roles ScrumMaster Conducts daily standup meeting Works to remove identified barriers Product Owner Customer proxy Maintains Product Backlog Team Self governing, dedicated resources 7 team members average size Multi-disciplined and self contained Technical Lead Guides the team on technology strategy Responsible for the technical design and code quality of the product Mentors and coaches the technical team Removes technical impediments 9

10 Scrum Ceremonies Daily Standup Three Questions Promotes Communication and Accountability Sprint Planning Items to be completed for the upcoming sprint Goal to produce shippable code at the end of each sprint Demonstrations As needed to obtain customer feedback Sprint Review/Retrospective Team-Centric Lessons Learned Improvements 10

11 Scrum Tools and Artifacts User Stories Requirement from a user s perspective As a, I want to, so. Product Backlog Smart wish list Comprised of user stories Captures numeric business value and relative complexity of each item Burn-up/down charts Measures relative value of work completed each sprint Velocity 11

12 Agile Team Best Practices Dedicated resources Co-location of team members Source Control Testing throughout not just at the end Eliminate Technical Debt Common understanding of terminology and processes Support of Leadership 12

13 Agile for Governance and Analytics Jennifer Everett and Erica Knapp Blue Cross and Blue Shield of Nebraska

14 Jenn Everett Emergenetics Conceptual Social Conceptual 12% 18% 29% Structural Analytical 41% 14

15 Erica Knapp Emergenetics Social 20% Social 30% Conceptual 26% Structural Superpower I d most like to have: To be invisible 24% Analytical Favorite part of Blue Cross: The culture 15

16 Leadership Triangle 16

17 17

18 Pre-Planning & Planning 18

19 19

20 Collaboration 20

21 21

22 Demo 22

23 Celebrate 23

24 Video https://vimeo.com/

25 The Power of Self-Organizing Teams! 25

26 Questions and Discussion 26

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