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The Case for Agile Development. Creative Disruption: A Core Systems Strategy Workshop November 3, 2011. Project Results. Source: Standish Group Chaos Manifesto. Risk Potential. Average Project Cost Overrun 27% But one in six exceeded 200%. “ The number one reason projects fail

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the case for agile development

The Case for Agile Development

Creative Disruption:

A Core Systems Strategy Workshop

November 3, 2011

project results
Project Results

Source: Standish Group Chaos Manifesto

risk potential
Risk Potential

Average Project Cost Overrun

27%

But one in six exceeded

200%

slide4

“The number one reason projects fail

is due to absent or inadequate

executive sponsorship.”

factors of success
Factors of Success
  • User Involvement
  • Executive Support
  • Clear Business Objectives
  • Emotional Maturity
  • Optimizing Scope
  • Agile Process
  • Project Management Expertise
  • Skilled Resources
  • Execution
  • Tools and Infrastructure

Source: Standish Group Chaos Manifesto

agile process
Agile Process

Game-changing Benefits

Nerve-wracking Risks

CHANGE

key principles
Key Principles
  • Collaboration
  • Embracing Change
  • High Performance Teams
  • Working Software Often
key principles1
Key Principles
  • Set of Tools
  • Dodging Documentation
  • Design Methodology
scaling scrum
Scaling Scrum
  • Feature Teams
  • Continuous Integration
  • User Centered Design
  • Scrum of Scrums
  • Program Backlog
  • And More
pitfalls
Pitfalls
  • Not Empowering the Team
  • Different World View of Cross-Functional Teams
  • Discomfort with Identifying Impediments
  • Limited Business Involvement
  • Defining Done
  • “Agilefall”
case study
Case Study

Generally successful but still not a silver bullet.

inception sprint zero
Inception – Sprint Zero
  • Define the program backlog
  • Organize by major features
  • Prioritize features
  • Plan work by team
  • Plan cross-team interactions
  • Visual layout of the program
  • Define a conceptual vision to start
  • Evolve and change as conditions dictate
slide16

Testing Phase

Multiple test sprints

End to end testing

Regression Testing

User Acceptance Testing

slide17

Supporting Factors

  • Business Case Objectives
  • Governance Model
  • Dedicated Team
  • Collocated Team
  • handful of parameters guiding independent decision making
  • rules of the road defining decision making expectations
  • develop confidence in teammates and expectations to deliver
  • timely responsive
slide19

The right people and the right partners given the commitment they needed to succeed!

  • Internal participants 100% committed for the duration of the program
  • Team collocated at off-site office space
  • Multi-disciplined teams consisting of internal business SMEs, internal IT analysts, vendor experts and system integrator analysts
slide20

Lessons Learned

  • Educate
    • Product owner
    • ScrumMaster
    • Team members
    • Others interacting with the agile team
  • Communicate, communicate, communicate
    • Delivery
    • Daily scrums
    • Sprint reviews
  • Incrementally improve
    • Sprint, assess, sprint again
    • Improve the process as well as delivery
  • Empower the team
slide21

Lasting Effects

  • Scrum is now the default for all strategic projects
  • Application maintenance releases follow an agile approach
  • Adopted for numerous non-project efforts – scrum meeting format, etc.
  • IT planning follows a conceptual plan with quarterly reviews for the maintenance of projects in the “product backlog”

More dynamic, more transparent, shorter timeframes and focused on functional deliverables.

slide22

Final Note:

Invest in lots of

colored Post-It Notes

slide24

Michael Foerst

    • VP of IS / CIO - Missouri Employers Mutual
    • Contact Information
      • E-Mail: [email protected]
      • LinkedIn: www.linkedin.com/in/michaelfoerst
      • Twitter: twitter.com/michaelfoerst
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