1. Demystifying the Myth about AGILE
Presented by Mark Troncone, MBA, PMP®, PMI-ACP®, CBAP®, ITIL v3® , CSM®

2. What this Presentation will Cover
The Myth about AGILE Defined
What is AGILE
AGILE 6 Precepts – Declaration of Interdependence
Being AGILE vs. Doing AGILE
Creating organizational change to become AGILE
The AGILE Triangle
The AGILE Manifesto – AGILE 12 Principles
The AGILE Methodologies
Questions

3. About Me – Mark Troncone
PMP® Certified – Project Management Institute
PMI-ACP® Certified – Project Management Institute
CBAP® Certified – International Institute of Business Analysts
CRM Certified SCRUM Master® – SCRUM Alliance
Certified ITIL v3® - ITIL Foundations – IT Service Management
Active career transition mentor
MBA - Management, BS – Marketing, AS - Accounting
Work experience:
Synchrony Financials (Presently)
Save the Children
TransAct Technologies
Starwood Hotels
Affinion Group
Hewitt Associates
Wachovia Bank
Bayer Pharmaceuticals
Reader’s Digest
James River Corporation

4. The Biggest Myth about AGILE is:
The Myth about AGILE
The Biggest Myth about AGILE is:
You do not “DO”
AGILE

5. What then is AGILE
AGILE is a “Mindset” - defined by values, guided by principles and manifested through many different practices that MUST BE adopted throughout an entire organization
The organization MUST grasp of what it means to “BE AGILE” and not just “DO AGILE”
Agility really involves adopting a new mindset – way of thinking – that is based on AGILE values and principles
In 2005 the Declaration of Interdependence was written by the cofounders of the Agile Project Leadership Network
Since the DOI is aimed at leaders – it focuses on the management side of AGILE projects

6. AGILE Six Precepts - 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 it through iterations, anticipation, and adaption
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 projects
We improve effectiveness and reliability through situationally specific strategies, processes, and practices

7. Being AGILE vs. Doing AGILE
“BEING” AGILE – The correct way to implement AGILE
Start with internalizing the AGILE Mindset
Then use that understanding to select and implement the correct practices
Finally, tailoring them to different situations as needed
“DOING” AGILE – An ineffective way to implement AGILE
Involves using AGILE practices without embracing the AGILE Mindset
By choosing this path, we will not be allowed how to select the right balance of practices and tailor them appropriately

8. Creating Organizational Change to become AGILE
The way organizations change is through influence exerted by individuals:
THINK – First, we need to think – this means individually learning and internalizing AGILE principles organization MUST grasp of what it means to “BE AGILE” and not just “DO AGILE”
DO – The next step is Doing is the practice of AGILE – we need to understand and practice these steps ourselves
ENCOURAGE OTHERS – The final step involves encouraging others to become AGILE. Persuading others to adopt the AGILE Mindset and practices will magnify AGILE learning and effectiveness across the entire organization
The end result of this process can be a complete transformation of the organization based on AGILE principles

9. The AGILE Triangle
AGILE inverts the project constraint triangle – Costs and Time are fixed and Scope (deliverables) are variable

10. The AGILE Manifesto
The AGILE Manifesto was created in 2001 by number of software ad methodology experts who were in the forefront of the emerging AGILE methods and includes a statement of four values and twelve guiding principles:
The Four Values:
Individuals and Interactions over processes and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to Change over following a plan

11. The AGILE Manifesto – cont.
The Twelve Principles:
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
Welcoming changing requirements, even late in development. AGILE processes harness change for the customers 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.

12. The AGILE Manifesto – cont.
The Twelve Principles cont.:
Working software is the primary measure of success
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 quality
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

13. The AGILE Methodologies
AGILE is the blueprint that you will need to build the house – AGILE Methodologies is “How” you decide to build it – these listed are the most popular.
Please keep in mind that while SCRUM,
at the present, is the AGILE Methodology
most closely followed, other methodologies
presented can be used as a “Hybrid” within SCRUM
e.g. Kanban used within the phase of
Development in SCRUM, or on their own.
Also, as each methodology is reviewed,
notice how many of the 12 principles of
AGILE continue to appear throughout the
various themes presented.

14. The AGILE Methodologies: SCRUM
By far SCRUM is the most popular AGILE Methodology used today. It focuses on a set of practices, roles, events, artifacts, and rules that are designed to guide the team in executing a project.

15. The AGILE Methodologies: XP – Extreme Programming
XP (Extreme Programming) focuses on software development best practices and features 5 Core Values and 13 Core Practices:
XP 5 Core Values:
Simplicity – Build the simple solution first
Communication – all team members know what is expected of them
Feedback – get impressions of suitability early
Courage – allow work to be visible to others
Respect – people work together as a team and everyone is accountable
XP 13 Core Practices:
Whole Team
Planning Games
Small Releases
Customer Tests
Collective Code Ownership
Code Standards
Sustainable Pace
Metaphor
Continuous Integration
Test Driven Development
Refactoring
Simple Design
Pair Programming

16. The AGILE Methodologies: XP – Extreme Programming
XP depends heavily on User Stories, Simplicity, Continuous Integration, Test Driven Development, Release Planning, Small Iterations and Releases at a Sustainable Pace.

17. The AGILE Methodologies: XP – Extreme Programming
XP also uses Planning/Feedback Loops throughout all levels of the project to identify errors/problems early and build quality in.

18. The AGILE Methodologies: KANBAN
Kanban is a Japanese word meaning “Sign-Board”.
A Kanban board shows the work items in each stage of the production process, as defined by the team.
Kanban employs a “Pull System” to move work through the development process, rather than planning their work in time- boxed iterations
Five Principles of Kanban:
Visualize the Workflow
Limit WIP (Work in Progress)
Manage Flow
Make Process Policies Explicit
Improve Collaboratively

19. The AGILE Methodologies: KANBAN
Each time a Kanban Team completes an item of work, it “triggers’ a pull to bring them the next item they will work on
Bottlenecks in each stage are controlled by assigning WIP limits

20. The AGILE Methodologies: LEAN Product Development
The Lean approach is closely aligned with AGILE
In AGILE we use a subset of LEAN – LEAN Product Development
This approach focuses on developing new and better products
High Level principles of LEAN Product Development include:
Using visual management tools
Identifying customer-defined value
Building in learning and continuous improvement
LEAN focuses on seven core concepts:

21. The AGILE Methodologies: LEAN Product Development

22. The AGILE Methodologies: LEAN Product Development
The Seven Wastes of Lean:
Partially Done Work – Work started but not yet complete
Extra Processes – Extra work that does not add value
Extra Features – Features that are not required
Task Switching – Multitasking between several different projects
Waiting – Delays waiting for reviews and approvals
Motion – The effort required to communicate or move information or deliverables from one group to another
Defects – Defective documents or software that needs correction

23. The AGILE Methodologies: FDD – Feature Driven Development
Feature Driven Development (FDD) is a simple-to-understand yet powerful approach to building products or solutions
A project team following the FDD method will first develop an overall model for the product, build a feature list, and plan the work

24. The AGILE Methodologies: FDD – Feature Driven Development
Feature Driven Development (FDD) recommends a set of good practices, which were developed from software engineering;
Domain Object Modeling
Developing by Feature
Individual Class (code) Ownership
Feature Teams
Inspections
Configuration Management
Regular Builds
Visibility of Progress and Results

25. The AGILE Methodologies: DSDM – Dynamic Systems Development Method
Dynamic Systems Development Method (DSDM) coverage of the project life cycle is broad, encompassing aspects of an AGILE project ranging from feasibility and the business case to implementation. DSDM focuses on eight principles:
Focus on the Business Need
Deliver on Time
Collaborate
Never Compromise Quality
Build Incrementally from Firm Foundations
Develop Iteratively
Communicate Continuously and Clearly
Demonstrate Control

26. The AGILE Methodologies: DSDM – Dynamic Systems Development Method
Dynamic Systems Development Method - Project Phases:

27. The AGILE Methodologies: Crystal
Crystal isn’t just one method; it consists of a family of situationally specific, customized methodologies that are coded by color names.
Each methodology is customized by Criticality and Time Size
This allows Crystal to cover a wide range of projects, from small team building a low criticality system to a large team building a high criticality system
Crystal uses the factors of Criticality and Team Size to classify a project
Then Crystal uses this scaling method to determine the best methodology for a project

28. The AGILE Methodologies: Crystal
Two different charts explaining Crystal:
Crystal - Color Code / Team Size Crystal - Criticality / Team Size

29. The AGILE Methodologies: Crystal
The seven properties of Crystal Clear:

30. QUESTIONS?
Tell me what you think ???