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Introduction to Agility

Introduction to Agility. Agility is a comprehensive response to the business challenges of profiting from rapidly changing, continually fragmenting, global markets for high-quality, high-performance, customer-configured goods and services

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Introduction to Agility

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  1. Introduction to Agility • Agility is a comprehensive response to the business challenges of profiting from rapidly changing, continually fragmenting, global markets for high-quality, high-performance, customer-configured goods and services • Agility is the ability to both create and respond to change in order to profit in a turbulent business environment • Agile projects are not controlled by conformance to plan but by conformance to business value • Agility is a way of life, a constantly emerging and changing response to business turbulence

  2. Software Development Landscape • From the well-known Standish CHAOS Report 1994 • Software projects fail: • Cancelled - 31%; Late or lacking of features – 53% • Industry has only delivered on-time and on-budget 16% of the time! • In 1995, this cost American companies well over $150 billion • 94 of 100 projects will have restarts • Average cost overrun is 189% • 3 top reasons for failure • Lack of user (sponsor) involvement • No executive management support • Unclear, incomplete, & changing requirements • Typical software project experiences a 25% change in requirements • 45% of features defined in early specs are never used

  3. Bridge to Success • The Standish Group concluded that keys to success are: • Shorter time frames • Delivery of software components early and often • Iterative process • “Growing" software vs. "developing" software • Engage the user earlier • Clear statement and set of objectives for components • Keep it simple! - Complexity = confusion and cost

  4. Three Flawed Assumptions • It is actually possible to plan a large project well enough that success is primarily determined by degree of conformance to plan • It is possible to protect against late changes to a large system project • It make sense to lock in big project decisions early

  5. Scrum Process • Key Practices • Self-directed; self-organizing teams • 15 minute daily stand up meeting with 3 special questions • 30-calendar day iterations • Each iteration begins with adaptive planning • Stakeholder demo at end of each iteration • Team measures progress daily • Each iteration delivers tested, fully-functional software • Never more than 30-days from potential production release

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