MOOC Agile Project Management Topic 2 Agile Principles

Subject Mentor: Brenton Burchmore

Housekeeping
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Value Proposition
Value is the ultimate goal Value is subjective, volatile & fragile When value is at risk The plan manages the value? What about empirical value?

Price is what you pay Value is what you get

Warren Buffett

Planning Myths & Truths

The 80/20 rule Planning need not be a disconnected process Planning is preliminary decision making Derived versus Original planning Execution is planning is execution Control comes from the closeness of this
Try not to become a person of success, but rather try to become a person of value
Albert Einstein

Iterative Development
Concurrent versus serial development Iterate to Innovate

Iterative

FeatureBased

Timeboxed

Incremental

Excellence
Only excellence delivers value Customer feedback on value, not quality Administrative or technical excellence Excellence begins within us all Excellent design does not guarantee excellent delivery

People drive value in Agile

Lean Thinking
Lean is about the removal of waste Waste is whatever does not deliver value Overhead versus Planning versus Waste Layers of complexity But we need that complexity! No, we need the value that it brings

Agile is lean because it favours teams over tasks

All About Teams

Teams are interdependent and jointly accountable One bad egg Deciding together Collaboration

Fuzzy logic can make or break a project

Team Decisions
Compromise polarises Reconceiving creates something new Alignment creates context Clever interactions, not just clever people Customers the last team member

In Agile the team IS the project

Adaptation
If the value evolves, so must the work Change is the purpose, the value, not the enemy or the problem Adaptation is part of the process, not the exception to it Plan the work, work the plan?

Chaordic the balance between chaos and order

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. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Declaration of Interdependence
We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices.