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

Transcription

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

2 Objectives Give a high-level look at the challenges in software development Give a basic look at Waterfall process and Agile process Show a compare and contrast of Agile / Waterfall mindsets / activities Offer details on why Agile Provide multiple benefits of agile over traditional approaches

3 Agenda Software Challenge Waterfall Basics Agile Basics Waterfall vs. Agile Agile Mindset Why Agile Agile Benefits

4 Defining Our Challenge Our development teams are building something that doesn t exist. The customer is attempting to describe what they imagine this non-existent product should be. Our developers then try to imagine what the customer is describing and the build the product they believe they heard the the customer describe. And finally, the first opportunity anyone has to truly see if the product built is one that the customer needs and wants is after development is complete.

5 How do I get what I want from my efforts? Where does software develop fit?

6 Waterfall Basics Historically We have learned that the traditional waterfall methodology fits well for complicated things. Waterfall is a plan-driven method of developing software.

7 Understanding a Waterfall Approach Waterfall development sequences phases of the project in a throw it over the wall approach. Requirements Analysis 1 2 Architecture and Design 3 Code Cost of change increases as project progresses 4 This is typically where we find whether or not we built a product the customer needs and want. Test 5 Deploy

8 Agile Basics Software development can be complicated but is also complex Agile is an approach tailored for the complexity of most software development which requires an empirical process to succeed. Agile is an adaptive method of developing software.

9 The Mechanics of Scrum Product Vision / Roadmap Product Release Product Backlog Daily Sprint Backlog 2-4 Weeks Product Increment Process Overview Retrospective

10 Waterfall vs. Agile Basics Important Observation Plan-driven Development VS. Adaptive Development

11 New Project Law: Your Project Schedule: Scope: Budget: Project delivered within the timeframe originally identified No date slips Every milestone achieved Everything originally requested is delivered Everything delivered works perfectly as the customer requested, no bugs Did not spend a single cent more than originally estimated to spend Did not need any additional resources, hardware, etc. throughout entire project = / + + = /

12 Agile Mindset Agile is really a mindset a different way to think about the work. DSDM.org, 1994 DEFINING AGILE Why does Agile work?

13 Some Mental Models adjustments for Agile Traditional Models Agile Model Punish Problems Problems are Treasures Best Practices Shu-Ha-Ri (Continuous Improvement) BDUF (Big Definition Up Front) JEDI (Just Enough Definition Initially) Silo s and Specialization Blur the lines We re all team members Command and Control Self-organizing teams, Servant Leadership - Empowerment Work the Plan The Plan will Evolve Individual Performance Team Performance Check Quality Out Build Quality In Death March is a Tool Maintain a Constant Pace Shoot for the stars and hit the moon Only commit to a realistic amount of work PM is One-Throat-to-Choke Team Accountability A Project Manager Assigns the Work Team Volunteers for the Work Choose the familiar way to communicate Choose the most effective and efficient way to communicate Focus on getting tasks done Team has full ownership of the Goal Sequential Development Iterative and Incremental 13

14 Agile and PMI PMI supports the Agile approach: PMI-ACP certification No PMBOK for Agile, but PMBOK still applies. 11 popular, mainstream Agile books Emphasis is on Progressive Elaboration. PMBOK Knowledge Areas are built into Agile in a fully integrated approach. Project Management is shared across the team Scrum Master, Product Owner, Team Member

15 Why Agile?

16 Characteristics of Knowledge Workers and Knowledge Workers Higher than average intelligence Most likely smarter than leaders of the company Do not want to be micromanaged Have some type of management experience Have some type of project experience Lack business financial skills (accounting side of business) their Work Their Work 24 by 7 meaning some level of work is always there It is creative Subjective, success / measurement is not black and white It is team orientated Time sensitive Usually part of a project or change initiative

17 Benefits of an Agile Approach to Managing Projects Unisys IT Leadership in the Age of the Continuous Roll Out Agile View of a Project Understand & Leverage the Value Proposition

18 Benefits of an Agile Approach to Managing Projects Unisys IT Leadership in the Age of the Continuous Roll Out Agile View of a Project Understand & Leverage the Value Proposition

19 Pop Quiz: WF Requirements 50% 35% 65% What percentage of overall project time is spent gathering, elaborating, and communicating product requirements? What percentage of requirements, as originally defined, change during the course of the project? What percentage of features, as ultimately delivered, are rarely or never used by the product s end-users?

20 $$$ Frequent Delivery & Demonstration What is meant by Trimming the Tail? Trim the tail Knowledge Growing (risk reduction) Value Cost Value Stevens, Dennis Deciding What to Build Maximizing Value Deliver Valuable Results Focus on Next Increment of Value

21 Agile Benefits Agile Development Value Proposition VISIBILITY ADAPTABILITY BUSINESS VALUE RISK Agile Development Traditional Development Copyright VersionOne, LLC

22 Collaborative Discussion

23 Thank you!!! I appreciate your time. David Mantica President, ASPE Training