ITSM Agile Intro Feb 5, 2015

Transcription

1 ITSM Agile Intro Feb 5, 2015 Introduction You and Me Some Agile Background Fun Conversation!!! 1

2 Who Are You? Experience with Agile? Using some form of Agile? Raise your hand if. Me and Agile Recent Work 5 years as Director of Development at Infusionsoft. NOW, Director of Agile Strategy! Agile Certifications/Training CSM Mike Cohn, Bob Hartman, Mike Vizdos CSPO Mike Cohn, Catherine Lewis SAFe SPC - Al Shalloway/Alex Yakima Agile Estimation & Planning - Mike Cohn Coaching Agile Teams - Lyssa Adkins Agility Health Facilitator Sally Elata Recent Conferences Agile 2008, 2009, 2011, 2012, 2013 Scrum Gatherings Florida, Chandler Co-Founder PHXSUG.ORG Speaking and Training I ve Done DCC, JUG, PMI PHXSUG IIBA ASU Teach and Guest Lecture Lunch & Learns Pearson, Assurant, AMEX, Evogi Consulting Unicon, RocketGang, FloorArt, Burr-Brown, Doubletree, TI, Cisco Training and Coaching I Do Agile and Scrum Kanban 5-Dysfunctions of a Team Scaled Agilist (SA) Certifications Agility Health Evaluations Strategic Planning 2

3 A Definition of Agile Agile is.... An iterative and incremental (evolutionary) approach performed with project stakeholders in a highly collaborative and self-organizing manner with just the right amount of ceremony to produce high-quality software [or product] in a cost-effective and timely manner that meets stakeholders changing needs. From IBM The Agile Development Poster A Look at Early Agile Some Agile Methods and Processes Kanban (late 1940 s) Scrum (1985 in business, 1993 in software) XP (Extreme Programming) (1995) DSDM (Dynamic Systems Development Method) (1995) FDD (Feature-Driven Development) (1995) JITS (Just-In-Time Software) (1995) Pragmatic Programming (1998) EAP (born in 1999) (aka XBreed) Crystal (2000) ASD (Adaptive Software Development) (2000) The Agile Manifesto (2001) Is really a culmination 3

4 Agile Manifesto Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right we value the items on the left more. From the Manifesto for Agile Software Development See Principles of the Agile Manifesto (1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. From the Manifesto for Agile Software Development See 4

5 Principles of the Agile Manifesto (2) Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity the art of maximizing the amount of work NOT done is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. From the Manifesto for Agile Software Development See The Basic Scrum Process Backlog Refinement 5

6 The Basic Scrum Process Backlog Refinement Kanban The Kanban Big 3 Visualize the Workflow the board = the workflow Limit WIP items in progress Measure the Lead Time time to complete Other Key points Resource allocation only as bottleneck (e.g., flow problems, quality problems, RCA) Kanban makes impediments to flow visible Look for these impediments Mental vs Physical 6

7 The 7