Using Agile and Lean to Stay Ahead in a Tough Economy

Using Agile and Lean Methods
to Stay Ahead in a Tough Economy!
Presenter: Sally Elatta

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Speaker

Sally Elatta
President AgileTransformation.com
Agile Process Improvement Coach, Software Architect
Certified Scrum Practitioner & ScrumMaster
Certified IBM, Sun, Microsoft Professional
Sally@AgileTransformation.com
www.AgileTransformation.com

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copyright © Sally Elatta 2009 www.AgileTransformation.com 2

• Quick overview of Traditional Development
• Provide an overview of Agile, Scrum
• Why it‟s being adopted
• Overview of the basic process
• Discuss the various Agile/Scrum roles
• Provide you resources for follow up
information.

copyright © Sally Elatta 2009 www.AgileTransformation.com
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The Waterfall Process

copyright © Sally Elatta 2009
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Waterfall Characteristics

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Why Change?

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Business & IT
Views of Each Other
Business > IT IT > Business
• Slow, Bottleneck • Indecisive
• Too Complex • Never Happy
• Necessary Evil
• Don’t understand IT
• Black hole
• Can’t prioritze
• Talk in Gibirish
• Unreasonable
• Can’t produce ROI
• Won’t take
• Arrogant, Unfriendly
ownership
• Don’t understand
business • Won’t engage
• Technology and • Lack SMEs
Documentation driven • Forget IT Costs $$$
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What Does Business Need?
Business Needs IT & Business
• Speed in Delivery Need to:
• Understanding of • Listen, Humility
Needs • Collaboration
• Predictablility • Achieve Results
• Responivness • Break internal silos
• Flexability • Trust each other
• Predictable process
• Measurable ROI
• Provide visibility
• Customer Service
• Don’t over promise
• Trusted Expert • Prioritize better
• Focus on Priorities • Engage each other
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The manifesto‟s shared value statement:
“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 & interactions Over Processes & 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.”

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Key Agile Principles
 Focus on delivering high value, high priority for the customer value –
Employ business-driven prioritization of features.
 Iterative & Incremental Delivery –Create a flow of value to customers by
“chunking” feature delivery into small increments.
 Intense Collaboration – Face-to-face communication via collocation, etc;
diversified roles on integrated teams.
 Self Organization – Team members self-organize to fulfill a shared project
vision.
 Continuous Improvement – Teams reflect, learn and adapt to change;
work informs the plan.
 Just Enough Documentation – Only valuable documentation that is
actually consumed will produced, no more heavy overhead that has no
value to the business.
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Project Management Engineering Principles
Principles (TDD, Continuous Integration,
(Release Planning, Sprint and Refactoring ..etc)
Iteration Planning, Daily Scrum,
Sprint Demo and Retrospective ..etc)
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Basic Concepts of Lean
Core Concepts:
1. Value: What the customer is willing to pay for.
2. Value Stream: Actions that add value to a product or
process.
3. Flow: The continuous movement of product,
favoring single-piece flow and work cells versus
production lines.
4. Pull: Replacing only material that is used and
eliminating excessive inventory.
5. Continuous Improvement: A relentless elimination
of waste on a never-ending basis.

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Lean Continuous Improvement Cycle

Continuously improve in the pursuit of perfection

1) Specify value in the eyes of the 2) Identify the value stream and
customer eliminate waste

3) Make value flow at the “pull” of
the customer

4) Involve and empower
5) Continuously improve in the employees
pursuit of perfection

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Doing More with Less!
• A high performing cross-functional Agile team
can work together more effectively and
efficiently to deliver value that is on target
with what the business wants.
• Agile and Lean will help you identify process
waste and give you a simple method for
eliminating it!
• To create high performing teams, you need
high performing players. You also need to
invest in re-skilling the ones that have
potential.

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The Agile/Scrum Process
Agile practices include:

• Release Planning (1)
(creates Product backlog)

• Iteration Planning (2)
(creates Iteration backlog)

• Daily Standup

• Fixed-length iterations
and small releases

• Feature Review (3)

• Process Reflection (4)
Identify top-priority
items and deliver them
early and often.

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• Feature List/Backlog: List of stories/ requirements
• Story: A small deliverable valuable to the business
• Release: “Done” stories moved to production
• Iteration/sprint: Fixed timebox that delivers
incremental value
• Tasks: The small workable pieces needed to get a
story „Done‟.

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Product
Sprint
Product Backlog
Backlog Tasks
Owner Each story is broken

Sprint 1
thinks of down into tasks. Each
New Idea team member signs up
Sprint 2
for tasks and provides
estimates of effort.
Sprint 3
Sprint 4

Each Iteration is 1 – 4
weeks in length.
Multiple iterations
Sprint N

make up a Release.

Features/Stories Small Stories
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Sample Backlog

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Agile Characteristics
Product
Backlog

Test Driven Development Business / IT as One Team
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Release Planning

• What are the top priority items we need to
deliver in this release?
• How Big/Small is each one? What is the
dependency between them?
• How much can the team handle each
iteration? Pencil in the next several
iterations.
• What are our „Conditions of Satisfaction‟
for this release? When are we „Done‟?

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Release Planning

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Iteration Planning
• Half day or full day meeting to answer the
following:
• What are the top stories we need to get done this
iteration?
• How will we know when each item is „Done‟, what are
the acceptance test cases?
• What tasks do we need to get each item done?
• Who will signup, commit and provide an ETA for each
task?

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Sample Iteration Plan

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Daily Tracking

• What did you do yesterday?
• What will you do today?
• Any Impediments?

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Iteration Review

• Product owner and team show off what the team got
done in the last iteration and discuss impediments.
• Get feedback from other users
and stakeholders and discuss
plan for next iteration.

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Iteration Retrospective

What Worked What Needs
Well? Improvement?
• Impediments were • Prioritize stories
removed quickly before team meeting
• Team collaborated well • Identify acceptance
to solve problems. tests before meeting
• Business users • Begin using TDD
attended standups

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Story Points

• We simply use relative complexity buckets
to size each story.

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Smallest Small Medium Med-large Large Very Large EPIC!

How many stories a team gets ‘Done’ each
iteration is their Velocity 28

Scrum Roles
Committed:
– Scrum Master
– Product Owner
– The Team
Interested:
– Stakeholders
– Users

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Who is the Product Owner?

 1 Person in charge of the backlog!
 Prioritizes the backlog stories for highest ROI.
Product
 Most likely from the business. Has the most Backlog
to loose/gain from project outcome.
 Accepts or rejects work completed.
 Knowledgeable, Empowered, Engaged
 Only one who can add or remove
stories from the backlog.
 The Captain of the Ship!
Owns final success or failure
of project.
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Business Users and SMEs

• Help Product Owner and Team by:
 Identify User Acceptance Test cases ahead of each
planning meeting.
 Answering team questions and being a business
SME.
 Help define priority and work that will provide most
value.
 Perform user acceptance testing and recommend
acceptance or rejection of work.
 Provide positive and constructive feedback to the
team.
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The ScrumMaster

• Is the owner of the “Process”.
• Attacks impediments like a hawk!
• Makes sure the team is getting the
business collaboration needed for success.
• Helps build teamwork, motivation and
create self organizing teams.
• Prepares 'visual' reports that represents the
teams progress.

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The Team
• Small, cross-functional group of people that work
together daily. Size is 7 (+- 2)
• Team is made up of developers, analysts,
testers, business users, data and systems folks
..etc.
• Some members are dedicated (75%+) and
some are shared with other projects.
• Each member attends all the core meetings,
breaks down and estimates tasks.

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Sample Team Structure

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Management Has a Role Too!

• Yes, management has a key role to play in
the Agile world, even though they are not
part of the “committed” execution team.
– Assign the right folks to the project
– Balance their workload so they can
contribute to the team
– Help them by removing impediments (and
not being one!).
– Agile requires discipline at all levels!
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New Skills Are Needed!

• Business:
 Leadership, Teamwork and Collaboration
 Ability to define stories and user test cases
 Ability to perform acceptance testing
 Ability to truly prioritize what is needed now and
what provides value. Understand ROI
 Better understanding of the technical world
 Time management and commitment.
 Support and stay positive

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New Skills Are Needed!
• IT:
 Effective Facilitation and Agile Requirements Gathering
with „Just Enough‟ Documentation
 Leadership, Teamwork and Collaboration.
 Ability to breakdown stories into small manageable
tasks.
 Ability to focus on getting stories completed with low/no
bugs by incorporating Test Driven Development.
 Ability to work and collaborate within the IT department
(cross functional).
 Communication, synchronization between multiple
teams.
 Foucs more on business value (ROI) than technical
implementation. (Cool Cost Me Money!)

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So Who is Doing Agile?

Bottom Up Approach: Top Down Approach:
Siemens, Phillips, BBC, Google, IBM, Microsoft,
State Farm, SAIC, LMCO, Yahoo, Lexis-Nexis,
Federal Reserve Bank, Primavera, CapitalOne,
CNA, Ariba, HP, Nokia, Bose, Bentley
TransUnion, Motorola, Systems, Union Pacific,
Medtronics, Sammy ClearChannel, BMC, Farm
Studios, State Street Bank, Credit Services of America,
APL, Avaya, Mutual of KeyBank, Covad, Siemens
Omaha and more! Medical, and Siemens
Telecommunications
and more!

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Steps for Adopting Agile & Lean
Pilot Adoption Steps Enterprise Transformation
1. Identify an Agile Adoption Steps
Evangelist 1. Identify an Executive
2. Executive and Business Sponsor
Buy-in 2. Get Management and
3. Identification of Pilot Business Buy-in for
project(s) Transformation
4. Team Training 3. Assessment
5. Execute
4. Develop Transformation
6. Inspect, Measure, and Roadmap Plan
Adapt
5. Execute
6. Inspect, Measure and
Adapt 40

How Agile Transformation
Can Help
Real World Workshops Real World Coaching
• Management and Business • Troubled Project
Overview of Agile/Lean Assessment & Recovery
• Real World Agile and • Agile Project Initiation
Scrum team training + and Planning
Project Jump Start • Agile Project Execution
• Effective Facilitation & • Organizational
Requirements Gathering Assessment
• Servant Leadership • Enterprise
• Agile Project Estimating Transformation
and Planning Roadmap Development
and Execution
• Engineering Best Practices
• … More!
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Contact Us

• United States
– 402 212 3211
• Email
– Sally@AgileTransformation.com
• Web
– www.AgileTransformation.com

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• My Article: http://tinyurl.com/6h5mam
• Read this Scrum in 5 Minutes article:
http://tinyurl.com/ob76kc
• Watch the 10 minute video intro to
Scrum: http://tinyurl.com/5py7ct
• FAQ

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Using Agile and Lean to Stay Ahead in a Tough Economy

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