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Agile and Business
         Alexander Yevsyukov
          Certified Scrum Master,
    President and CTO of TeamDev Ltd.




      Copyright 2007-2008 TeamDev Ltd. All Rights Reserved.
Why Agile?
• Сложность проектов
• Люди

• Уменьшить риски

   - Если облажаться, то сделать это
     раньше (т.е. дешевле)

• Улучшить контроль над ходом процесса
• Выпускать раньше и чаще
Agile Manifesto
                            www.agilemanifesto.org




•   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.
Business Goals
                             Clients and Customers
Stakeholders


                                    Purpose
       Profit




                                   Employees,
                    People         Subcontractors,
                                   Business partners
Эдвардс Деминг
“Выход из кризиса”
Новая парадигма управления людьми,
системами и процессами.

ISBN 978-5-9614-0567-5 (рус.)
ISBN 0-262-54115-7 (англ.)
Эдвардс Деминг
• Американский учёный-статистик

• Автор “японского экономического чуда” (1950 г.)

• Предложил теорию управления, которая
  обеспечивает балланс интересов всех сторон:
  ‣   Потребителей (клиентов, покупателей)
  ‣   Сотрудников
  ‣   Собственников
  ‣   Поставщиков
  ‣   Общества в целом
“Японское экономическое чудо”
 •   Словосочетание “японский примус” до войны
     было сродни ругательству

 • “Чудо” началось в оккупированной Японии в
     1950г. после лекции Э.Деминга для руководителей
     200 японских корпораций

 • Через 10 лет японские автомобили начали
     завоёвывать американский рынок

 •   Сейчас по валовому национальному продукту
     Япония стоит на 2м месте после США.
Идеи Э.Деминга
•   Ориентация на качество
    ‣   Сокращает общую стоимость производства
    ‣   Делает предприятие конкурентноспособным
    ‣   Позволяет людям гордиться своей работой
    ‣   Выгодно всем в компании, выгодно обществу в целом


•   Постоянство целей и отношений
    ‣   Непрерывное улучшение продукции и услуг
    ‣   Сохранение бизнеса
    ‣   Создание и сохранение рабочих мест
    ‣   Создаёт атмосферу доверия между сотрудниками и деловыми партнёрами


•   Разрушать барьеры, лишающие сотрудников
    права гордиться своим трудом
    ‣   Устранение количественных норм. Заменить их лидерством.
    ‣   Мастера должны быть ответственны за качество, а не числовые показатели.
Американская и японская
          модели бизнеса
•   Ориентация на быструю    •   Стремление к качеству
    прибыль
                                  ‣ Cнижает себестоимость
•   Заменяемость персонала
                             •   Постоянство цели
    ‣ CMM, ISO, etc.
                             • Долговременные отношения
•   Выбор подрядчиков на
                                  ‣ С сотрудниками
    основе цены
                                  ‣ С деловыми партнёрами
Agile Manifesto
        (again :) but with that “Japanese” stuff)
•   Individuals and interactions over processes and tools
     ‣ Постоянство отношений, доверие между людьми

•   Working software over comprehensive documentation
     ‣ Качественный софт, которым можно гордиться

•   Customer collaboration over contract negotiation
     ‣ Доверие и долговременные отношения с клиентами

•   Responding to change over following a plan
     ‣ Сохранение компании/продукта
     ‣ Стремление к качеству услуг и продуктов
Problems with traditional
       approach
• Delayed projects
• Broken communications
• Over budget
• Cancelled projects
• Poor quality
How Agile solves this?

•   Efficient communications

• Flexible planning

    ‣ Release sooner

    ‣ Respond to market faster

•   Better quality
Scrum and Business
•   Product Owner


•   ScrumMaster


•   Team
Scrum makes all people
           work
•   Клиент (Product Owner) - работа над
    требованиями (User Stories in Backlog), расстановка
    приоритетов разработки

•   Разработчики (Team) - создание программного
    продукта, активное взаимодействие с клиентом

• Руководители (Scrum Master) - создание условий
    для продуктивной работы команды
Flexible Planning
• Waterfall    Feasibility
                        Definition
                                    Design
                                                    Construction
                                                                           Release




               Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6

• Agile                                 Release 1                           Release 2
More Trust
      between Client and Company

• The process is transparent
  ‣ Daily meetings
  ‣ Iteration reviews

• The client is involved into the project
  ‣ Product Owner
  ‣ Communicates with the Team
Efficient Communications
•   No hierarchy

    ‣ Team members are “equal”
    ‣ ScrumMaster helps the Team rather than
      manages

•   Team communicates with the Client directly

• Less bureaucracy
Better Control
•   Regular feedback

    ‣ Daily meetings
    ‣ Iteration reviews

•   Team “manages” itself

    ‣ Less options to “cheat” the company
Improved Productivity
•   No unnecessary “paperwork”

    ‣ Working software is the value
    ‣ Less bureaucracy

•   No intermediate roles

    ‣ Architects become developers
    ‣ Analysts become QAs or Product Owners

•   Reduced costs
Higher Quality
•   “Done” criteria

• Engineering practices

    ‣ Continuos Integration
    ‣ Automated testing

•   Team presents work results to Product Owner

    ‣ Being proud of work results
Happier Employees

•   High involvement into the process

• Direct communication with the client

• Career and compensation is based on results
    rather than “age” or position

•   Less bureaucracy
Agile может сделать бизнес лучше
  •   Более гибкий и конкурентный бизнес
  • Вовлечение всех в коллективный труд
  • Меньше стрессов, прозрачный процесс
       ‣ Знаем, что происходит сейчас
       ‣ Знаем, куда движемся
       ‣ “Можем, если надо, свернуть”

  •   Больше удовольствия от работы
       ‣ Открытые, дружественные коммуникации
       ‣ Люди занимаются тем, чем могут и хотят
       ‣ Гордость за результат
Спасибо за внимание!
      Вопросы и ответы

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Scrum And Business

  • 1. Agile and Business Alexander Yevsyukov Certified Scrum Master, President and CTO of TeamDev Ltd. Copyright 2007-2008 TeamDev Ltd. All Rights Reserved.
  • 2. Why Agile? • Сложность проектов • Люди • Уменьшить риски - Если облажаться, то сделать это раньше (т.е. дешевле) • Улучшить контроль над ходом процесса • Выпускать раньше и чаще
  • 3. Agile Manifesto www.agilemanifesto.org • 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.
  • 4. Business Goals Clients and Customers Stakeholders Purpose Profit Employees, People Subcontractors, Business partners
  • 5. Эдвардс Деминг “Выход из кризиса” Новая парадигма управления людьми, системами и процессами. ISBN 978-5-9614-0567-5 (рус.) ISBN 0-262-54115-7 (англ.)
  • 6. Эдвардс Деминг • Американский учёный-статистик • Автор “японского экономического чуда” (1950 г.) • Предложил теорию управления, которая обеспечивает балланс интересов всех сторон: ‣ Потребителей (клиентов, покупателей) ‣ Сотрудников ‣ Собственников ‣ Поставщиков ‣ Общества в целом
  • 7. “Японское экономическое чудо” • Словосочетание “японский примус” до войны было сродни ругательству • “Чудо” началось в оккупированной Японии в 1950г. после лекции Э.Деминга для руководителей 200 японских корпораций • Через 10 лет японские автомобили начали завоёвывать американский рынок • Сейчас по валовому национальному продукту Япония стоит на 2м месте после США.
  • 8. Идеи Э.Деминга • Ориентация на качество ‣ Сокращает общую стоимость производства ‣ Делает предприятие конкурентноспособным ‣ Позволяет людям гордиться своей работой ‣ Выгодно всем в компании, выгодно обществу в целом • Постоянство целей и отношений ‣ Непрерывное улучшение продукции и услуг ‣ Сохранение бизнеса ‣ Создание и сохранение рабочих мест ‣ Создаёт атмосферу доверия между сотрудниками и деловыми партнёрами • Разрушать барьеры, лишающие сотрудников права гордиться своим трудом ‣ Устранение количественных норм. Заменить их лидерством. ‣ Мастера должны быть ответственны за качество, а не числовые показатели.
  • 9. Американская и японская модели бизнеса • Ориентация на быструю • Стремление к качеству прибыль ‣ Cнижает себестоимость • Заменяемость персонала • Постоянство цели ‣ CMM, ISO, etc. • Долговременные отношения • Выбор подрядчиков на ‣ С сотрудниками основе цены ‣ С деловыми партнёрами
  • 10. Agile Manifesto (again :) but with that “Japanese” stuff) • Individuals and interactions over processes and tools ‣ Постоянство отношений, доверие между людьми • Working software over comprehensive documentation ‣ Качественный софт, которым можно гордиться • Customer collaboration over contract negotiation ‣ Доверие и долговременные отношения с клиентами • Responding to change over following a plan ‣ Сохранение компании/продукта ‣ Стремление к качеству услуг и продуктов
  • 11. Problems with traditional approach • Delayed projects • Broken communications • Over budget • Cancelled projects • Poor quality
  • 12. How Agile solves this? • Efficient communications • Flexible planning ‣ Release sooner ‣ Respond to market faster • Better quality
  • 13. Scrum and Business • Product Owner • ScrumMaster • Team
  • 14. Scrum makes all people work • Клиент (Product Owner) - работа над требованиями (User Stories in Backlog), расстановка приоритетов разработки • Разработчики (Team) - создание программного продукта, активное взаимодействие с клиентом • Руководители (Scrum Master) - создание условий для продуктивной работы команды
  • 15. Flexible Planning • Waterfall Feasibility Definition Design Construction Release Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 • Agile Release 1 Release 2
  • 16. More Trust between Client and Company • The process is transparent ‣ Daily meetings ‣ Iteration reviews • The client is involved into the project ‣ Product Owner ‣ Communicates with the Team
  • 17. Efficient Communications • No hierarchy ‣ Team members are “equal” ‣ ScrumMaster helps the Team rather than manages • Team communicates with the Client directly • Less bureaucracy
  • 18. Better Control • Regular feedback ‣ Daily meetings ‣ Iteration reviews • Team “manages” itself ‣ Less options to “cheat” the company
  • 19. Improved Productivity • No unnecessary “paperwork” ‣ Working software is the value ‣ Less bureaucracy • No intermediate roles ‣ Architects become developers ‣ Analysts become QAs or Product Owners • Reduced costs
  • 20. Higher Quality • “Done” criteria • Engineering practices ‣ Continuos Integration ‣ Automated testing • Team presents work results to Product Owner ‣ Being proud of work results
  • 21. Happier Employees • High involvement into the process • Direct communication with the client • Career and compensation is based on results rather than “age” or position • Less bureaucracy
  • 22. Agile может сделать бизнес лучше • Более гибкий и конкурентный бизнес • Вовлечение всех в коллективный труд • Меньше стрессов, прозрачный процесс ‣ Знаем, что происходит сейчас ‣ Знаем, куда движемся ‣ “Можем, если надо, свернуть” • Больше удовольствия от работы ‣ Открытые, дружественные коммуникации ‣ Люди занимаются тем, чем могут и хотят ‣ Гордость за результат
  • 23. Спасибо за внимание! Вопросы и ответы