1. Agile?
Lars Irenius @ Postnord, 2012-11-27

2. 1700
50
20
4
Vi bidrar till framgång genom att i nära samarbete med
våra kunder kombinera
det stora företagets styrka med
det lilla företagets själ och
den enskilde konsultens engagemang.

3. www.knowit.se

5. Agenda
•What is agile?
•Why agile?
•Manage agile
•Buying agile
•Failing with agile?

6. What is Agile?

8. Gör
• Det som behövs Customer
Just in Time
• När det behövs
• I den mängd som behövs
Pull (JIT)
1. Upptäck avvikelse (fel)
Jidoka 2.
3.
Stanna
Rätta felet.
Autonomation
Visualisering av problem 4. Hitta orsaken och korrigera processen

9. Fokusera på kundvärde!
Gör inte onödiga saker.
Lös problem!
Kontinuerlig förbättring!
Se helheten – visualisera!
Agilt Lean
Anpassa till Optimera flöde!
förändring!

13. Principles behind the Agile manifesto
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development.
Business people and developers must work together daily
throughout the project.
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The best architectures, requirements, and designs emerge from
self-organizing teams.
Agile Requirements, NFI 15/6 2012

14. Continuous Delivery, Fast TTM
Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
software.
Agile Requirements, NFI 15/6 2012
Source: www.informit.com

15. Besluta så sent som möjligt
Welcome changing requirements,
even late in development.

16. Multifunktionella, självorganiserande
och bemyndigade team.
The best architectures, requirements, and designs emerge
from self-organizing teams.

17. Source: Jurgen Appelo

18. Best Teacher can transfer 30% of his knowledge
Allen Ward
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.

19. Source: Jurgen Appelo

20. T-shaped teams and staff

21. Benefits optained adopting agile
http://www.versionone.com/state_of_agile_development_survey/11/

22. http://www.versionone.com/state_of_agile_development_survey/11/

25. SCRUM Board
Source: Henrik Kniberg

26. Product and Sprint Backlog

27. Kanban
Source: Henrik Kniberg

28. Source: Wikipedia

29. Why Agile?

30. Agile Software Requirements
Dean Leffingwell

31. What?
When? $?
implement
DP 1 DP 2 DP 3
Future goal state

32. *PM Network Magazine, November 2009

33. Solution development
Test & Launch
Requirements
Analysis & Design
Future goal state

34. Design, Implement, Test,
Evaluate, Learn and
Adapt in increments
Future goal state

35. Future goal state

36. Benefits optained by adopting agile
http://www.versionone.com/state_of_agile_development_survey/11/

37. Steering Agile?

38. Roles, artefacts and activities
Kanban and Scrum – making the most of
both.
Henrik Kniberg & Mattias Skarin 2010

39. Styrning av produktportfölj
Program
Produkt
Team
Agile Requirements, NFI 15/6 2012

40. Traditionell kravställning
säger åt utvecklaren vad
han/hon ska göra.
Agil styrning ska ge teamet
förutsättningar att själva finna
en bra lösning.

41. Source: Jurgen Appelo

42. Backlog is not enough, you must get
the big picture!
Source: www.agileproductdesign.com
Agile Requirements, NFI 15/6 2012

43. Transparent steering
Affärsledning
Produkt/Programle
dning
”Themes/Epics”
Vart är vi på väg
Team
Roadmap/Funktioner/
Regler
Vad ska göras?
Stories, Tasks
Hur ska det göras?
Agile Requirements, NFI 15/6 2012

44. The team must know the world to
adapt to.
Agile Requirements, NFI 15/6 2012
Source: www.agileproductdesign.com

45. Streamline and Scaling Agile
Two models for
agile steering

46. Scaled Agile Framework™ Big Picture

48. Streamlined Development
Development
“Go” per
R n.1
Design
Decision R n.2
GO
Feature
implementation Integration & Automated Regression Test (with load)
decision
Verified “up and running” system version: 11 12 .... 15 16 17 18 19 20 21 ... 27
Decoupling of release projects
Release
TG0 TG5
Release preparation &
verification
Merge
Which features to include in a Release content PD2 Corrections
release, both developed, under decided R n.1
development and not yet started.

49. Managing Agile
A Pig is someone who has skin in the game.
Pig roles are considered core team members.
Performers. People who “do” work.
Get it?
A Chicken is someone who has something to gain
by the Pigs performing, but in the end, really do
not contribute day to day to “getting things done”.

50. The English verb “to manage” was
originally derived from the Italian
maneggiare, meaning to handle and
train horses. This original meaning
merged with the French term menage,
or household.

51. Source: Jurgen Appelo

52. Management 3.0, Jurgen Appelo

53. Source: Jurgen Appelo

54. Source: Jurgen Appelo

55. Source: Jurgen Appelo

56. Agile transformation
•Set a goal for the change – what do you want to
achieve.
•Define the system to change!
•Define a core team.
•Launch a training program for key staff.
•Introduce system for continuous improvements.

57. Constant improvement
Move to higher maturity level Assess Plan
Identify size & type
of problems Improve
Identify strong & Select and Focus
weak areas Max 2 areas
Evaluate Do
Assess Plan
New baseline
Improve
Implement!
Evaluate Do Often via a
project s WoW
Baseline

58. Buying Agile ?

59. Big projects – Small projects
Many projects – Few projects
Projects – Continuous delivery

60. Organisationer i samarbete och takt för
tjänstekvalitet
Trafikföretag
• Resenären – Gemensam kund
Operatör
• Kundfokus måste genomsyra
relationen med operatören
Trafikleverans

61. Part of the system or not?
Vendor
3 Vendor
1
Customer
Vendor
2

62. When part of the system
•Shared long-term goal
•Dedicated team for customer.
•Aligned processes customer – vendor (e.g. QA,
release)
•Agile process as if in-house
•Contractual model: T&M

63. Source: Jurgen Appelo

64. When not part of the system

65. Agila projekt – IT företagens standardavtal
Avtalsparametrar:
 Kompetenta resurser Fackmanna
 Antal resurser och timmar mässigt fel
fördelat på Tidsboxar
 Timpris samt eventuell Risk- Samverkans
fel
och Vinstdelning
 Antal Reservtidsboxar
Rättning utan
arvode.
Reserv
Tidsbox Tidsbox Rest Påtalas inom 6
tidsbox månader
Flyttat arbete Flyttat arbete Flyttat arbete
Reducering av
timarvode
Ursprungligt Uppdrag Ändrat Uppdrag
Source: Henrik Gavelli

66. Fixed Price
Shared Risk
Time & Material

67. Contractual models for agile steering
(outside of the system)
• Fixed cost – prioritized functions
• The customer prioritize functions together with vendor
from a product backlog list. Delivery in time with prioritized
functions.
• Fixed functions – T&M
• The customer prioritize functions together with vendor
from a product backlog list. Preliminar delivery schedule
agreed with sprint deliveries
• Fixed cost, time and functions
• No “agile steering” possible, but vendor may work agile
and make sprint deliveries.

68. Agile vendor not part of the system
•Contract can be fixed functions or fixed time/cost.
•Functions to be planned in sprints + one or two
“hardening” sprints (based on degree of uncertainty)
•Fixed time allows for greater flexibility.
•Burndown to be visible for customer
•Sprintbased delivery
•Retrospects

69. Fokus på avtal eller leverans ?
IDAG IMORGON
Kundeffekt Mät mot kundeffekt
Mät mot avtal
Styr leveransen
4. Korrigera snabbt
Leverans 3. Förutse leveranseffekter
2. Analysera mönster
1. Fånga signaler
Upphandling
Lägg grunden
&
Etablering

70. Fixed Price or T&M
Open Scope
T&M
Passive Active
FP
FP or
T&M
Fixed Scope

71. Failing with Agile

72. Leading causes of failed agile projects
http://www.versionone.com/state_of_agile_development_survey/11/

73. Stefan Berg, Com Hem i Computer
Sweden, 110923

78. Thanks!
lars.irenius@knowit.se