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Agile Awareness - Agenda

1. Agile History - Practices Timeline


2. Working Definition of Agile from first
principle

3. Simulation Game glimpse of Agile project


4. 2 Key Strategic Practices
5. Q n A

Software Practices
Timeline

The future is already here it's just not


evenly distributed - William Gibson
Psychology of
Computer
programming
1971

Structured
design
-1974

Evo -

Incremental

alternative to
the waterfall

1984
continuou
s
integratio
n - 1993

Refactori
ng - 1984

SUnit
1994

Scrum1995

make tool
for Unix
-1977

The Mythical
Man-Month 1975

No
Silver
Bullet

1986

Timebox 1988

XP
-1996

Agile Coined -2001

eventdriven
GUI s
1988-90

Daily Build
and Smoke Test
- 1996

Agile - 2001

Post 2001
Agile Manifesto
-2001

Alan Cooper Agile +


User Interaction Design
-2008

BDD Jbehave
2004

Continuous Deployment
-2006
DevOps -2009
Business Impact Mapping
-2012
Beyond
Budgeting

Cruise Control
-2001

Agile and Lean


TPS 2001

User Story
2001

Story
Mapping2005

Kanban2004

Specification By example
-2009
Lean Start-up
2011
Design Thinking +
Agile
Cynefin- Complexity
Framework for decision
making

If Agile is the solution, then what


is the

PROBLEM?

First Principles Thinking


Boil things down to the most
reason up from there.

fundamental truths and then

Fundamental
Truth

Business Cycle
Business Cycles A learning loop, each time a firm

it

defines,
develops,
introduces a product/feature and
measures the impact of the feature usage,
completes the entire business cycle/Learning cycle.

Working Definition of Agile


Agile provides 1. Practices to provide nestedfeedback loop to gradually

reduce the release time/Cycle


time (annually to daily)
2. Practices to build common
language to negotiate
requirement with business based on
business goal

Simulation Game

Practices to build common


language to negotiate requirement
with business based on business goal

IT Business Collaboration
Practice to build common
language to negotiate requirement
with business based on business goal

Delivering Business Goals not just


features

Mapping Business Goal to Features

Prioritiz
ed
(Most
importa
nt actor
first)

Can help
the goal

Take an economic view. Good goals translate to money


(Save, Earn or protect money)
eg- Increase online conversions by 15% in the next quarter
Attract 20% more customers in the next financial year

Prioriti
zed
(Relati
ve
value)

Desired
trigger to
change
behavior

Prioritiz
ed for
impact
(Order
list )

Deliverabl
e
supporting
impact

Learning Cycle
Build-Measure-Learn
cycle

Consequences on project planning

Business
goal
Driven

Work expands so as to fill the time available for its


completion Parkinson's law

More than 60% of the feature build are never used are rarely us
- Standish Re

Engineering
Practices to gradually reduce the
release time/Cycle time (annually to
daily)

Deployment Pipeline
Practices
1. Shared Version Control for
all production artifacts
2. Automated Code Quality
Check
3. automated build
4. automated Deployment
5. Automated Unit Test Suit
6. Modular Architecture
7. Automated Integration
Suit
8. Automated End to End Test
9. Continuous Integration
Server
10.Committing to Trunk/Main
11.Automated Infrastructure
12.Continuous deployment
13.Design to optimize MTRS.
14.Collaboration between
Dev and IT Ops

Increase throughput without


impacting stability

Anti Fragile

Feedback engine

Questions