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Agile Fundamentals

Logo Here. Agile Fundamentals. Day 1 Introductions Day 2 Next. Course Agenda. Trainer Introductions Trainer #1 Bio Trainer #2 Bio Befriend Each Other Name and Role Any Experience of Agile What your looking for from the Course. Introductions. Understand what is Agile

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Agile Fundamentals

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  1. Logo Here Agile Fundamentals

  2. Day 1 Introductions Day 2 Next Course Agenda

  3. Trainer Introductions Trainer #1 Bio Trainer #2 Bio Befriend Each Other Name and Role Any Experience of Agile What your looking for from the Course Introductions

  4. Understand what is Agile Understand the benefits of Agile Understand how Agile works Be able to help others with Agile Have fun :) Your Learning Outcomes

  5. Split into teams Create KanBan board Create your own backlog of the LO’s as PostIts Student Learning Objectives

  6. If the word “Agile” never existed what would you use instead?

  7. Explain the Agile Mindset What about it is different from Command and Control aka Fixed Mindset Why we need it (happier people make more money) Learning is the key Establishing the Agile mindset Understanding the Agile mindset Agile Mindset

  8. COMMAND & CONTROL AGILE

  9. Why Be Agile?

  10. Theory X v Theory Y people Fixed v Agile Mindset examples Process v Adaptive Mindset underpinned by the Values and Principles of the Manifesto. Mindset Differences

  11. Mindset Approach

  12. Agile Agile Onion by AWA, Simon Powers

  13. Creation of the Manifesto and Principles Ideals were around before the Manifesto Moving through the delivery models to Agile today Agile History

  14. Product Product Product Unchanged Since 2001 Source: http://agilemanifesto.org/

  15. Principles List Put key words in Bold Customer is King Agile Manifesto: Principles

  16. Mindset Manifestation

  17. Examples of where Agile is not just about software (the Mindset has evolved): Hardware Marketing Product Business Not Only Software

  18. What is value? We want to create sustainable value. Why Projects are not valuable or sustainable, PMI definition. Why Products are value focused Value: Products over Projects

  19. Introduce the learner to team or organizational development models, so that beginners can see where they are limited and experts can understand their colleagues' limits in applying these ideas. Creating Shared Understanding Developing soft skills The Agile Umbrella – List: Scrum, XP, KanBan, Lean Agile How?

  20. Ways of Working

  21. Modern Agile by Joshua Kerievsky

  22. Lean Team Princples

  23. What is Scrum Why is Agile – link to Manifesto & Mindset Show Scrum Process Show Scrum Roles Scrum

  24. Detail who and what the PO does Product Backlog == To Do List What the PO cannot do == assign work PO Should be: Available Knowledgeable Empowered Collaborative Grow Product Owner

  25. Detail who and what the Scrum Master is Scrum == Framework What the SM cannot do == prioritise work SM Should be: Available Knowledgeable Servant Leader Collaborative Grow Scrum Master

  26. Detail who and what a Scrum Team is Sprint Backlog == WIP What the Team cannot do == prioritise work Team Should be: Cross-Functional Knowledgeable Empowered Collaborative Grow Scrum Team

  27. Barriers to Collaboration Location Empowerment Face-Face Too few/many people Communication Barriers

  28. Co-Located - Physical work environments Conversations with the whole team Sharing knowledge Collaboration techniques Techniques for shared understanding Collaboration Solutions

  29. Shifts in Roles self-managing Self-Organising

  30. Not the same a iterative Vertical Slices MVP Outcome based over effort/task allocation Incremental Delivery

  31. Detailing Incremental Value INVEST Outcomes Value Based Work

  32. Inspect and Adapt Iterative Retrospectives Technical Excellence TDD Continuous Quality

  33. How WIP affects feedback loops Delivery impacted with too much WIP Limiting WIP Limiting WIP

  34. What is CI? Benefits of CI Integrate Continuously Continuous Integration

  35. Difference between CI and CD Broad Business value that CD brings Continuous Delivery

  36. Costs & Benefits Challenges involved User and Customer involvement Frequent delivery

  37. The Customers Role Sponsor Buyer User Role of the Customer

  38. Adapting the Product Prioritising the Product Product Slicing

  39. When is it done? All the time By whom? Product Owner and the Team Daily Planning Release Planning Adaptive Planning over Project Planning Agile Planning

  40. Agile Planning Onion

  41. Show the Agile Cone vs Waterfall Cone and talk though it Show where Waterfall makes assumptions too early without proof and thus has to do it again or is late Show how Inspect and Adapt reduces Uncertainty to obtain success Cone of Uncertainty

  42. Why need fast feedback How we get fast feedback User Feedback Loop

  43. Why do we need it? During Iterations Confirming Value at the end User Involvement

  44. Why we still need estimates? Relative v Metric (the humans are the problem) CFD and estimates Agile Estimation

  45. Inspect and Adapt Can be very Boring – Needs engaging people! Actions need to progress Agile Retrospectives

  46. Why Process can change Scrum good for formal start-ups KanBan good for Portfolio Management XP good for technical excellence in software deliveries Process Adaptation

  47. Elevator Pitch! For: (target Customers) Who: (statement of need) The (product) is a (product type) That (state the value) Unlike (alternative options) Our Product (is game change why?) Product Vision

  48. A prioritized list of all user stories that could be delivered New items can be added at any time to the Product Backlog and by anyone. Items are owned and prioritized by Product Owner and (stake holders) with input from anyone Team (Delivery Team) estimates items in Product Backlog relative to each other using predetermined scale (points or Ideal days). Estimates != Contract Promises Product Backlog

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