Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved

Save this PDF as:
Size: px
Start display at page:

Download "Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved"

Transcription

1 Al Shalloway, CEO Net Objectives Agile Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved 1

2 Copyright 2012 Net Objectives, Inc. All Rights Reserved 2

3 Lean for Executives Product Portfolio Management Business Product Owner Business Lean Enterprise ASSESSMENTS CONSULTING TRAINING COACHING technical Team process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Manag ement Lean Management Project Management Copyright 2012 Net Objectives, Inc. All Rights Reserved 3

4 The Scrum Model Product Owner Development Team & SM Reflects Reality for One Product and One Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 4

5 Stakeholders for multiple programs Product Owners Application Development teams & SMs Component Teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 5

6 Business Stakeholders Development Teams Integration Team Inter-team dynamics are quite different from intra-team dynamics Copyright 2012 Net Objectives, Inc. All Rights Reserved 6

7 Scrum is often a good start to spin up Agile teams It is not necessarily a good start at achieving Agility across an organization But in any event, you can leverage your investment Copyright 2012 Net Objectives, Inc. All Rights Reserved 7

8 Complex systems still have patterns Copyright 2012 Net Objectives, Inc. All Rights Reserved 8

9 different kinds of predictability Copyright 2012 Net Objectives, Inc. All Rights Reserved 9

10 Input Iteration 0 Business Priority Business Planning Business Staging Ready to Pull Iterative Development Incremental Deployment Support & Feedback LEAN KANBAN ITERATIVE AGILE AGILE provides framework and practices for producing increments of functionality LEAN provides principles and practices which enable defining and prioritizing increments of highest business value Copyright 2012 Net Objectives, Inc. All Rights Reserved 10

11 Let s go back to 2001 when it (mostly) all began Copyright 2012 Net Objectives, Inc. All Rights Reserved 11

12 Scaling Agility using methods that work at team level to get teams to work together Agility at Scale Focus on entire value stream Shortening cycle time Avoid excessive WIP at product level Copyright 2012 Net Objectives, Inc. All Rights Reserved 12

13 Agility is about Business Value Increments not Development Cycles Copyright 2012 Net Objectives, Inc. All Rights Reserved 13

14 Agility is where you have Predictability and faster realization of Business Value Copyright 2012 Net Objectives, Inc. All Rights Reserved 14

15 WASTE and the DELAY OF VALUE Always 7% Never Used 45% Often 13% Sometimes 16% Usage of Features and Functions in Typical System Rarely 19% Source: Standish Group Study of 2000 projects at 1000 companies Copyright 2012 Net Objectives, Inc. All Rights Reserved 15

16 Cash flow conomics of responsiveness Investment Period Payback Period Profit Period Time First Release Breakeven Mark Denne and Jane Cleland-Huang Software by Numbers Copyright 2012 Net Objectives, Inc. All Rights Reserved 16

17 Staged Releases Cash flow Investment Period Payback Period Profit Period Release 1 Net Return Time First Release Copyright 2012 Net Objectives, Inc. All Rights Reserved 17

18 Staged Releases Cash flow Profit Period Investment Period Payback Period Release 1 Net Return Release 2 Net Return Time Second Release Copyright 2012 Net Objectives, Inc. All Rights Reserved 18

19 Cash flow taged releases Profit Period Investment Period Payback Period Total Return Time Investment Breakeven Point Use Minimal Business Increments (MBI) (sometimes called MMFs, MVPs, MVFs, MMRs) Copyright 2012 Net Objectives, Inc. All Rights Reserved 19

20 ncreased profit Cash flow Staged Releases Breakeven Single Release Time First Release Requires a focus on sustainability of realizing value by attending to architectural roadmap of product line Copyright 2012 Net Objectives, Inc. All Rights Reserved 20

21 Deliver in Stages w h e n p o s s i b l e focusing on the known, valuable features gives greater certainty produces greater value lowers risk of mis-building and over-building Copyright 2012 Net Objectives, Inc. All Rights Reserved 21

22 how much of what you do is valuable? rework? Copyright 2012 Net Objectives, Inc. All Rights Reserved 22

23 What Work Do You Do? Getting Requirements Design Programming Testing Planning Collaboration Integration Re-doing requirements Working from old requirements Fixing bugs Building unneeded features Documentation Deployment Training Integration errors Overbuilding frameworks/too much design Essentially duplicating components Copyright 2012 Net Objectives, Inc. All Rights Reserved 23

24 Request Approve Reqts Sign Off Analysis Design Review Code Test Deploy 1. Identify the actions taken in the value stream Copyright 2012 Net Objectives, Inc. All Rights Reserved 24

25 Request Approve Reqts Sign Off 0.5 hrs 8 hrs 160 hrs 8 hrs Analysis 100 hrs Design Review Code Test 120 hrs 2 hrs 280 hrs 240 hrs Deploy 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? Copyright 2012 Net Objectives, Inc. All Rights Reserved 25

26 Request 0.5 / 0.0 hr Approve.1 / 7.9 hrs Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Analysis 40 / 60 hrs 0.5 hrs 8 hrs 160 hrs 8hrs 100 hrs Design 40 / 80 hrs Review 2 / 0 hrs Code 80 / 200 hrs Test 40 / 200 hrs Deploy 3 / 5 hrs 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? Copyright 2012 Net Objectives, Inc. All Rights Reserved 26

27 Request 0.5 / 0.0 hr Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 160 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions Copyright 2012 Net Objectives, Inc. All Rights Reserved 27

28 Request 0.5 / 0.0 hr Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 160 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Copyright 2012 Net Objectives, Inc. All Rights Reserved 2 July

29 Request 0.5 / 0.0 hrs Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code Test 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 509 hrs PCE = = 14.9% 3433 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Copyright 2012 Net Objectives, Inc. All Rights Reserved 29

30 Request 0.5 / 0.0 hrs Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X = 2924 Which gives a better return? Getting better at what you do Eliminating delays between what you do Copyright 2012 Net Objectives, Inc. All Rights Reserved 30

31 Case Study: Coordinating Teams Background Multiple teams Specialized Each team completed sprints in two weeks but value not delivered for months and then with challenges 2+2=??? Copyright 2012 Net Objectives, Inc. All Rights Reserved 31

32 verall Team Organization Product Line A applications Product Line B applications Component team for line A applications System-Wide Component Team Component team for line B applications Copyright 2012 Net Objectives, Inc. All Rights Reserved 32

33 eams on a Project Product Line A applications Product Line B applications Component team for line A applications Component team for line B applications System-Wide Component Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 33

34 MBI MBI Teams Split MBI work according to on their parts Teams Teams split according to components Eventually Teams work integrating on their them part together until done Feedback times for: Team Across teams Customer 2 weeks 6 weeks 8 weeks Progress bar Copyright 2012 Net Objectives, Inc. All Rights Reserved 34

35 Principles to Guide Us Front of the Value Stream Value Minimal Business Increment Flow making our teams efficient People work on one thing No delays in workflow People must pull work when ready Work must be available to teams in a coordinated fashion Copyright 2012 Net Objectives, Inc. All Rights Reserved 35

36 Input Iteration 0 Shared Backlog Integration Train P O R T F O L I O CONTEXT OF THE SOLUTION BUSINESS DISCOVERY BUSINESS DELIVERY Business Priority Business Planning Business Staging Ready to Pull Iterative Development Iterative Iterative Development Incremental Deployment Support & Feedback Decision High enough business value? Decision Technically feasible, sufficient ROI? Decision Is there capacity? Iterative Development Decision Ready to release? Review business value, approve, and prioritize Define value increments and sequence Define acceptance criteria and feature sequence Define product backlog Build iteratively, deploy incrementally Copyright 2012 Net Objectives, Inc. All Rights Reserved 36

37 MBI MBI Split MBI into subfeatures but teams takes integrate much less their time Integration After one still iteration, required Development Teams work teams on components split according their to part components Feedback times for: Team Across teams Customer 2 weeks 2 weeks 2 weeks Progress bar Copyright 2012 Net Objectives, Inc. All Rights Reserved 37

38 Drive From Business Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change key points Copyright 2012 Net Objectives, Inc. All Rights Reserved 38

39 Thank You! Register at See Contact me at Twitter Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2010 Net Objectives Inc. 39

40 Q U E S T I O N S? Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework technical Team process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Busines s Lean Enterprise Manag ement Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING For more info on free resources see: Copyright 2012 Net Objectives, Inc. All Rights Reserved 40

41 AGILE LEAN-AGILE Lean Kanban extreme Programming Lean-Scrum Copyright 2012 Net Objectives, Inc. All Rights Reserved 41

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014 Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels Al Shalloway, Net Objectives September 4 th, 2014 Implementing Kanban at Scale Al Shalloway, CEO & Founder of Net

More information

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

agenda AGILE AT SCALE

agenda AGILE AT SCALE Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc.

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. Agenda 2 Quick Introduction/ Context How We Were.. ( Traditional Requirements Management, Release Scoping/

More information

The Business Case for Agility. The battle is not always to the strongest, nor the race to the swiftest, but that s the way to bet em! C.

The Business Case for Agility. The battle is not always to the strongest, nor the race to the swiftest, but that s the way to bet em! C. Chapter 2 The Business Case for Agility The battle is not always to the strongest, nor the race to the swiftest, but that s the way to bet em! C. Morgan Cofer In This Chapter This chapter discusses the

More information

Chapter 6. Iteration 0: Preparing for the First Iteration

Chapter 6. Iteration 0: Preparing for the First Iteration Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

Managing Your Way to Success ensuring economic, effective, efficient quality best practice service (every time)

Managing Your Way to Success ensuring economic, effective, efficient quality best practice service (every time) 7th February, 2013 Copyright SureSkills Managing Your Way to Success ensuring economic, effective, efficient quality best practice service (every time) Project Management Collaboration - Ruaidhri McSharry

More information

Lean Software Development and Kanban

Lean Software Development and Kanban 1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify

More information

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014 Lean Metrics How to measure and improve the flow of work Chris Hefley, CEO of LeanKit November 5 th, 2014 Introduction to Lean Metrics What metrics should you measure? How to track them? What effect do

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Lean Software Development

Lean Software Development Lean Software Development Alexandre Boutin Responsable Stratégie International Développement Logiciel chez Yahoo Scrum Master & Practitioner Certifié Coach Agile Blog : www.agilex.fr Président du Club

More information

Introduction to Agile

Introduction to Agile Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common

More information

LEAN-agile copyright 2010. Net Objectives, Inc.

LEAN-agile copyright 2010. Net Objectives, Inc. Extending Scrum with the Principles of Lean-Kanban BECOMING LEAN-agile copyright 2010. Net Objectives, Inc. Lean for Executives Product Portfolio Management Business Lean Enterprise ASSESSMENTS CONSULTING

More information

Would you like to have a process that unlocks ability to learn and produce faster?

Would you like to have a process that unlocks ability to learn and produce faster? Would you like to have a process that unlocks ability to learn and produce faster? Agile - your unfair advantage in the competition. BUILD LEARN MEASURE DEFINED MEASURABLE REPEATABLE COLLABORATIVE IMPROVABLE

More information

Lean-Agile Software. Development. Achieving Enterprise Agility. Guy Beaver. AAddis on-wesley. Alan Shalloway. James R.Trott

Lean-Agile Software. Development. Achieving Enterprise Agility. Guy Beaver. AAddis on-wesley. Alan Shalloway. James R.Trott Lean-Agile Software Development Achieving Enterprise Agility Alan Shalloway Guy Beaver James RTrott AAddis on-wesley Upper Saddle River NJ Boston Indianapolis» San Francisco New York Toronto Montreal London

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

Lean QA: The Agile Way. Chris Lawson, Quality Manager

Lean QA: The Agile Way. Chris Lawson, Quality Manager Lean QA: The Agile Way Chris Lawson, Quality Manager The Quality Problem Agile Overview Manifesto Development Methodologies Process Agile QA Lean QA Principles An Agile QA Framework Summary Q & A Agenda

More information

[ SHERRYANNE MEYER. Lean and Agile SAP Sprint Team Sprint! John Choate National Chair. Jason Fair CEO, Genesis Consulting [ STEVE RUGGIERO [ ED HUDAK

[ SHERRYANNE MEYER. Lean and Agile SAP Sprint Team Sprint! John Choate National Chair. Jason Fair CEO, Genesis Consulting [ STEVE RUGGIERO [ ED HUDAK Lean and Agile SAP Sprint Team Sprint! ] John Choate National Chair Jason Fair CEO, Genesis Consulting [ ED HUDAK ASUG INSTALLATION MEMBER MEMBER SINCE: 1998 [ STEVE RUGGIERO ASUG INSTALLATION MEMBER EMBER

More information

GAO Scheduling Best Practices Applied to an Agile Setting

GAO Scheduling Best Practices Applied to an Agile Setting GAO Scheduling Best Practices Applied to an Agile Setting by Juana Collymore and Brian Bothwell April 15, 2015 Outline Why is scheduling important? GAO Schedule Assessment Guide Overview Status of the

More information

Measuring ROI of Agile Transformation

Measuring ROI of Agile Transformation Measuring ROI of Agile Transformation Title of the Paper: Measuring Return on Investment (ROI) of Agile Transformation Theme: Strategic & Innovative Practices Portfolio, Programs & Project (PPP) Management

More information

When agile is not enough

When agile is not enough When agile is not enough LESS 2010 Kati Vilkki kati.vilkki@nsn.com 1 Nokia Siemens Networks When agile is not enough What does lean thinking add to agile? Combining agile and lean Change in mind-set Management

More information

Software Engineering Process Economy & Quality

Software Engineering Process Economy & Quality Project delivery: Progress report Software Engineering Process Economy & Quality ETSF 01 http://cs.lth.se/etsf01 The SPA reports you RECEIVED Your actions on received feedback Excel format preferred Lecture

More information

Scrum and Kanban 101

Scrum and Kanban 101 Scrum and Kanban 101 www.bebetterleader.com @jfiodorova What are your expectations What are the differences between Agile and Traditional? What do you know about Agile Two approaches to control any process:

More information

Agile in a Safety Critical world

Agile in a Safety Critical world Agile in a Safety Critical world Julian Goddard 24/11/2014 26/11/14 (c) 2014 Plaxion Limited. All rights reserved. 1 Contents Introductions The pervasiveness of software Agile review Safety Critical software

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

Lean. Agile. Demystifying Kanban. White Papers. essential. by Alan Shalloway. Business-Driven Software Development

Lean. Agile. Demystifying Kanban. White Papers. essential. by Alan Shalloway. Business-Driven Software Development Lean Agile Demystifying Kanban by Alan Shalloway essential White Papers Business-Driven Software Development Demystifying Kanban A Net Objectives Essential White Paper Net Objectives Press, a division

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

How we work. Digital Natives working methods

How we work. Digital Natives working methods How we work Digital Natives working methods 22 October 2014 (C) Copyright 2014 Digital Natives LTD All rights reserved. 1 How we work Digital Natives (DiNa) s business goal is to take part in and support

More information

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

More information

Training and Coaching

Training and Coaching Project Profiles: Agile Implementation Services Financial Services Agile Consulting Services Review/Assessment and Coaching Our client previously built a Software Factory of 30+ teams to build and support

More information

Teaching an Elephant to Dance. Patterns and Practices for Scaling Agility

Teaching an Elephant to Dance. Patterns and Practices for Scaling Agility Teaching an Elephant to Dance Patterns and Practices for Scaling Agility Steve Povilaitis Enterprise Agile Coach LeadingAgile steve@leadingagile.com http://www.linkedin.com/in/stevepov/ Twitter: @stevepov

More information

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams Jan Marek Jan.Marek@ca. com CA Technologies Session S601 Introducing Agile development methodologies to mainframe development teams Agenda Introduce Agile software development methodologies Scrum overview

More information

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16 Why Agile Works: Economics, Psychology, and Science @MatthewRenze #PrDC16 Purpose Explain why Agile practices are so successful Insights from: Economics Psychology Science Top 7 most important ideas Ideas

More information

Fact or Fiction: ERP Projects Can Be Delivered Using Agile

Fact or Fiction: ERP Projects Can Be Delivered Using Agile Fact or Fiction: ERP Projects Can Be Delivered Using Agile August 10, 2011 To contact me after my presentation, text YCM to INTRO (46876) This document is protected under the copyright laws of the United

More information

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology Mr. Christopher Harrington, PM Clinical Support, Solution Delivery Division Mr. James Huber, Healthcare Data Analyst, DHA Decision Support 2015 Defense Health Information Technology Symposium Implementation

More information

How to optimize offshore software development with Agile methodologies

How to optimize offshore software development with Agile methodologies How to optimize offshore software development with Agile methodologies Prasad Chaudhari prasadvc@gmail.com 14 Mai 2012, Munich 1 Still why do companies outsource? 2 Have you heard of these problems with

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 24.01.2013 1 Application development lifecycle model To support the planning and management of activities required in

More information

Transitioning from Waterfall: The Benefits of Becoming Agile. ASPE Web Seminar Friday, February 27 th, 2015

Transitioning from Waterfall: The Benefits of Becoming Agile. ASPE Web Seminar Friday, February 27 th, 2015 Transitioning from Waterfall: The Benefits of Becoming Agile ASPE Web Seminar Friday, February 27 th, 2015 Objectives Give a high-level look at the challenges in software development Give a basic look

More information

Is Calculating ROI Meaningful for Agile Projects? December 2014

Is Calculating ROI Meaningful for Agile Projects? December 2014 Is Calculating ROI Meaningful for Agile Projects? Scope of this Report December 2014 This report is not about ROI of agile methods versus other SDLC s. Instead, we consider if the traditional approach

More information

Agile Requirements by Collaboration

Agile Requirements by Collaboration Agile Requirements by Collaboration [Aarhus, DK; 5 October 2010] Ellen Gottesdiener www.ebgconsulting.com Ellen Gottesdiener Founder & Principal Consultant, EBG Consulting Facilitator, trainer, mentor,

More information

AGILE & KANBAN IN COORDINATION. Ryan Polk

AGILE & KANBAN IN COORDINATION. Ryan Polk AGILE & KANBAN IN COORDINATION Ryan Polk Team Background & History 18 Engineers Relatively mature and expansive codebase C# /.Net MS Team Foundation Server (TFS) System 5.0 Over 4 years in development.

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would

More information

Agile Certification: PMI-ACP

Agile Certification: PMI-ACP Agile Certification: PMI-ACP Agenda What is PMI-ACP? Should I get certified? Contrast ACP to PMP Prerequisites Exam Content What to focus on? How to prepare? Resources Merits or demerits of certifications

More information

How Product Management Must Change To Enable the Agile Enterprise

How Product Management Must Change To Enable the Agile Enterprise How Product Management Must Change To Enable the Agile Enterprise Catherine Connor Agile Product Manager catherine@rallydev.com Copyright 2003-2009, Rally Software Development Corp Why Are We Here? 2 About

More information

MTAT.03.094 Software Engineering

MTAT.03.094 Software Engineering MTAT.03.094 Software Engineering Lecture 12: Lean & Flow-based (KANBAN) Principles and Processe Fall 2015 Dietmar Pfahl email: dietmar.pfahl@ut.ee Structure of Lecture 12 KANBAN Case Study: Scrum vs. KANBAN

More information

Value, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS

Value, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS Value, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS BCS Practitioner Certificate in Agile Introduction: In the last decade Agile has moved from being an idea on the fringe of software development

More information

Agile Projects 7. Agile Project Management 21

Agile Projects 7. Agile Project Management 21 Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

Product Development: From Conception to Execution. Slide 1

Product Development: From Conception to Execution. Slide 1 Product Development: From Conception to Execution Slide 1 Product Development: From Conception to Execution Becky Lester, CPCU GAINWeb Product Owner Grange Insurance Damon Lay, ACAS, MAAA Director Business

More information

Agile Training Portfolio

Agile Training Portfolio Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

More information

Agile Beyond The Team 1

Agile Beyond The Team 1 Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver

More information

Chapter 10. Becoming an Agile Enterprise

Chapter 10. Becoming an Agile Enterprise Chapter 10. Becoming an Agile Enterprise Continuous improvement is not about the things you do well that's work. Continuous improvement is about removing the things that get in the way of your work. The

More information

Applying Agile Project Management to a Customized Moodle Implementation

Applying Agile Project Management to a Customized Moodle Implementation Applying Agile Project Management to a Customized Moodle Implementation November 6, 2013 Presented by: Curtis Fornadley, PMP UCLA CCLE Coordinator Applying Agile Project Management to a Customized Moodle

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 27.01.2012 1 Lifecycle model To support the planning and management of activities required in the production of e.g.

More information

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan PLM - Agile Agile Development Evolved in the 1990s as a response to heavyweight methodologies. In 2001 representatives of various new methodologies met to discuss the need for lighter alternatives. The

More information

Building the Lean Agile Enterprise with the Scaled Agile Framework:

Building the Lean Agile Enterprise with the Scaled Agile Framework: Building the Lean Agile Enterprise with the Scaled Agile Framework: Know the Way Show the Way Go the Way By Dean Leffingwell GOTO Zurich April 2013 2008-2013 Leffingwell, LLC. & Scaled Agile, Inc. All

More information

Scaling Agile Implementing SAFe. April 7, 2015 Tuesday 3:00-4:00 p.m. 50 Church St., 3rd Floor

Scaling Agile Implementing SAFe. April 7, 2015 Tuesday 3:00-4:00 p.m. 50 Church St., 3rd Floor Scaling Agile Implementing SAFe April 7, 2015 Tuesday 3:00-4:00 p.m. 50 Church St., 3rd Floor Agenda Experience with Adopting Agile at HUIT IAM and Agile: A History Why Scaled Agile Framework (SAFe)? SAFe

More information

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 1 Goals Cover Material from our User Stories Book Chapter 15: Using Stories With Scrum Chapter 16: Additional

More information

Project Management in Software: Origin of Agile

Project Management in Software: Origin of Agile PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Kanban vs Scrum Making the most of both

Kanban vs Scrum Making the most of both Kanban vs Scrum Making the most of both JAOO, Aarhus Oct 6, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm Board of directors henrik.kniberg@crisp.se +46 70 4925284 Purpose of this presentation

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

Agile Testing. What Students Learn

Agile Testing. What Students Learn Agile Testing Transition sound traditional test practices into an Agile development environment. By using a step-by-step approach, this course documents how to transition from traditional test practices

More information

The Blending of Traditional and Agile Project Management

The Blending of Traditional and Agile Project Management 1 of 6 The Blending of Traditional and Agile Project Management By Kathleen Hass Traditional project management involves very disciplined and deliberate planning and control methods. With this approach,

More information

One Trusted Platform. For all your software projects. Agile. Integrated. Simplified. Requirements brought to you the most

One Trusted Platform. For all your software projects. Agile. Integrated. Simplified. Requirements brought to you the most Agile. Integrated. Simplified One Trusted Platform For all your software projects Requirements Innoeye Technologies brought to you the most Defects and Change Requests Test planning / execution Iterations

More information

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback.

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback. Agile Creating a Culture of Quality, Value Rally Software 1 Rally Software Development Privately owned, venture-backed enterprise, founded in Boulder, CO in 2002, with 300 employees, Offices in London

More information

l e a n Principles of Lean Software Development software development Introduction to Lean Software Development Speed Quality Low Cost

l e a n Principles of Lean Software Development software development Introduction to Lean Software Development Speed Quality Low Cost l e a n software development Introduction to Lean Software Development Speed Quality Low Cost mary@poppendieck.com Mary Poppendieck www.poppendieck.com Principles of Lean Software Development 1. Eliminate

More information

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is?

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is? Scrum Discussion Questions For the Facilitator These questions and subsequent discussion points are designed to help you and your Team more efficiently implement Scrum. The following are discussion points

More information

When is Agile the Best Project Management Method? Lana Tylka

When is Agile the Best Project Management Method? Lana Tylka When is Agile the Best Project Management Method? Lana Tylka Staged Incremental Deliveries Prototypes Plan Develop Design Deploy Test Maintain Sequential Steps Multiple Iterations Waterfall Sprints, Spirals

More information

Applied Agile Practices for Large-scale Organizations

Applied Agile Practices for Large-scale Organizations Applied Agile Practices for Large-scale Organizations COMPLIANCE AND EFFICIENCY WITH STAGES AT THE STAGES INSIGHT Peter Pedross - CEO, PEDCO Page 1 Scaled Agility is for nuts OR FOR THE NOT SERIOUS COMPANIES,

More information

Real Life Risk Based Project Management for LEAN and Agile Development

Real Life Risk Based Project Management for LEAN and Agile Development Real Life Risk Based Project Management for LEAN and Agile Development D Clark, J Krumm, S Moen, K Snodgrass, A Morris U.S. Department of Transportation John A. Volpe National Transportation Systems Center

More information

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations

More information

An Agile Project Management Model

An Agile Project Management Model Agile Project Management Jim Highsmith Chapter 5 An Agile Project Management Model We improve effectiveness and reliability through situationally specific strategies, processes, and practices. One of the

More information

Agile support with Kanban some tips and tricks By Tomas Björkholm

Agile support with Kanban some tips and tricks By Tomas Björkholm Agile support with Kanban some tips and tricks By Tomas Björkholm Foreword A year ago I held an Open Space at Scrum Gathering in Stockholm about Agile Support. I have since received several requests to

More information

Secrets of a Scrum Master: Agile Practices for the Service Desk

Secrets of a Scrum Master: Agile Practices for the Service Desk Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)

More information

Scrum In 10 Slides. Inspect & Adapt

Scrum In 10 Slides. Inspect & Adapt Scrum In 10 Slides Inspect & Adapt Why Scrum? 52.7% projects cost 189% of their original estimates 60% of functionality delivered is rarely or never used 80% of the value comes from 20% of the functionality

More information

SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex

SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex 2. The three pillars of empirical process control are: a. Respect for People, Kaizen, Eliminating

More information

Leveraging Lean/Agile Elements in SAFe to Solve Immediate Business Challenges. 2016 Nuance Communications, Inc. All rights reserved.

Leveraging Lean/Agile Elements in SAFe to Solve Immediate Business Challenges. 2016 Nuance Communications, Inc. All rights reserved. Leveraging Lean/Agile Elements in SAFe to Solve Immediate Business Challenges 2016 Nuance Communications, Inc. All rights reserved. Objective By using a real-world example, Demonstrate how applying selected

More information

Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros.

Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros. Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros.com 1 About Coveros Coveros helps organizations accelerate the delivery

More information

Testing in Agile methodologies easier or more difficult?

Testing in Agile methodologies easier or more difficult? Testing in Agile methodologies easier or more difficult? Lucjan Stapp Warsaw University of Technology Stowarzyszenie Jakości Systemów Informatycznych L.Stapp@mini.pw.edu.pl L.Stapp@sjsi.org Professor in

More information

Agile Lessons from Industry

Agile Lessons from Industry 50% faster and 25% more productive Agile Lessons from Industry Agile Software Development Track 2 ITEA 2012 Annual Technology Review Don Young Technical Account Mgr, Rally SW dyoung@rallydev.com 1 Standish

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä Fact corner: SME of 250 developers Mobile & desktop sw Products sold globally EXAMPLE OF AN INNOVATIVE

More information

Scaling Lean-Agile Practices Across the Enterprise

Scaling Lean-Agile Practices Across the Enterprise Taking scale to heart. REQUEST TO RUN Scaling Lean-Agile Practices Across the Enterprise WestarEnergy.com Josh Roberts 2 Electronic Data Systems WorldCom Programmer Bank of America PM Sprint Delivery Manager

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

NCCI 2014 Presenters: Jeanne Marie Isola, Maureen Noonan, Alin Hunter, Gwen Trentham

NCCI 2014 Presenters: Jeanne Marie Isola, Maureen Noonan, Alin Hunter, Gwen Trentham Stop Starting and Start Finishing! How to Link Agile and Lean Methods across Business and IT to Quickly Deliver Technical Solutions that Achieved the Highest Business Value NCCI 2014 Presenters: Jeanne

More information

Software Engineering I (02161)

Software Engineering I (02161) Software Engineering I (02161) Week 8 Assoc. Prof. Hubert Baumeister DTU Compute Technical University of Denmark Spring 2015 Last Week State machines Layered Architecture: GUI Layered Architecture: Persistency

More information

NokiaSiemens and Agile Development by Petri Haapio JAOO 2008

NokiaSiemens and Agile Development by Petri Haapio JAOO 2008 NokiaSiemens and Agile Development by Petri Haapio JAOO 2008 DISCLAIMER! This presentation is based on my views and my opinion. This is not the view of the company and also others have experienced the

More information

Scrum: A disciplined approach to product quality and project success.

Scrum: A disciplined approach to product quality and project success. Scrum: A disciplined approach to product quality and project success. CQAA February 23, 2011 Patricia Rotman Introductions Copyright 2011-2 Alternate Titles Considered Scrum: Just do it! Scrum: It only

More information

AGILE & SCRUM. Revised 9/29/2015

AGILE & SCRUM. Revised 9/29/2015 AGILE & SCRUM Revised 9/29/2015 This Page Intentionally Left Blank Table of Contents Scrum Fundamentals Certified Course... 1 Scrum Developer Certified (SDC)... 2 Scrum Master Certified (SMC)... 3 Scrum

More information

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do.

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do. 1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban

More information

Getting Started with Agile Project Management Methods for Elearning

Getting Started with Agile Project Management Methods for Elearning Getting Started with Agile Project Management Methods for Elearning Megan Torrance TorranceLearning Training2013 Session 108 February 18, 2013 8am Megan Torrance has 20 years of experience in the learning

More information

Answered: PMs Most Common Agile Questions

Answered: PMs Most Common Agile Questions Answered: PMs Most Common Agile Questions Mark Kilby Agile Coach, Rally Software mkilby@rallydev.com 407.687.3350 (cell) Led Fortune 50 agile transitions in - Government - Technology - Healthcare - Insurance/Fina

More information

Manage projects effectively

Manage projects effectively Business white paper Manage projects effectively HP Project and Portfolio Management Center and HP Agile Manager Table of contents 3 Executive summary 3 The HP Solution Invest in what matters most then

More information

Glossary SAFe 4.0 for Lean Software and Systems Engineering

Glossary SAFe 4.0 for Lean Software and Systems Engineering Agile Architecture Agile architecture is a set of values and practices that support the active evolution of the design and architecture of a system, concurrent with the implementation of new business functionality.

More information

Implementing End-to-End agile Portfolio Management. Thomas Haas thomas@inventique.net

Implementing End-to-End agile Portfolio Management. Thomas Haas thomas@inventique.net Implementing End-to-End agile Portfolio Management Thomas Haas thomas@inventique.net My Reference INVENTIQUE.NET End-to-End Portfolio Management 2014-02-26 2 Implementing End-to-End Portfolio Management

More information