Agile Case Study With Cliffnotes

Sep 11, 2015Download as PPTX, PDF1 like482 views

Presentation from First Conference http://www.1stconf.com/ Targeted at Agile"beginners" this talk presented a lightweight set of guidelines for planning and executing an agile transformation. The guidelines were illustrated with a case study from a recent agile adoption program, and highlighted the process, what worked well, what didn't work at all, and how to recover from set backs. The presentation covered analysing the problem, change models, how to get started, useful metrics, and tips for stakeholder management. The case study focussed on presenting real situations, with complex problems.

Dr Nish Mahanty
@nishmahanty
An Agile Adoption Case Study
With Cliff Notes.

4
http://techcrunch.com/2015/01/15/dating-service-zoosk-lays-off-15-of-staff-company-confirms/

6
1. Some guidance on
successfully adopting Agile

12
Agile!
Lean, Kanban, DevOps,
Continuous Delivery

14
Agile often starts as a “tools”
conversation

15
Then you realise that your
processes need to change

16
Then you realise that your
structures aren’t quite right for
agile

17
Finally you notice
(if you are successful)
that your culture has changed

19
What is the problem that you
are solving?

20
Who is the sponsor who wants
the change?

Start your Communications
early.
And often, and to everyone

Remove Myths
“We’re agile, we don’t have any documentation”
“There is no proper planning or discipline”

“My bit is okay, its those guys who need
to change”

Develop
Smoke
Functional
Smoke
Regression
Smoke
Delivery Value Stream
3 3 1
ProdStagingQA
1 3 0.3
Compile
Assemble Package
Restore DB
Apply DB Changes
Deploy Package
Assemble Package
Restore DB
Apply DB Changes
Deploy Package
Assemble Package
Apply DB Changes
Deploy Package
Dev

41
1. Agreed proportions of
capacity for each class-of-
service and stakeholder

Automated functional tests
0
21
56
79
110
132
146
160
173
S O N D J F M A M
# of Scenarios

60
65 65 65
80 83
93 94 94
S O N D J F M A M
% Coverage
Unit test coverage – new code

Deployment Duration
S O N D J F M
130
98

Cycle Time (Features and Defects)
S O N D J F M
30
9.8

Delivery
Duration
87%
faster release
11
1

51
Shifted the customer NPS by
70 points!

52
Improved Team Engagement
High
Performance/
Hewitt
Best Employer
Zone
30%
100%0%
65%40%

54
Questions?
#nishmahanty
http://www.linkedin.com/in/nishithmahanty

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Start ups have some interesting challenges and conversely some exciting opportunities. They have a limited runway of cash – this drives an intense focus on delivering value (before the money runs out) They have no existing culture or processes – there is nothing to undo as they create a new culture There is no existing code to build upon - there’s no legacy code to deal with, and you produce applications that match what you need to do There is no set of commonly understood processes – you get to adopt whatever works well and that fits your needs. This case study talks about the last 9 months of our start-up where we went from “no team, and limited functionality” – to launching a successful and thriving business backed by completely custom trading platform and fulfilment engine.

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Leading an agile team can be rewarding and also challenging. It is an opportunity to apply your leadership and vision, and to introduce those the ideas and behaviours that are important to you. One of the main benefits is the opportunity to grow and develop the careers of your teams, and to have an impact wider than your own individual technical skills. It is also a challenge. Often the skills that got you the promotion, or new job, aren't the ones you need to be successful in the new role. If you are inheriting an existing team, they usually have work in-flight so it’s important to be up to speed with what the team is doing, and whether they are on track for meeting their (now your) objectives. Every team, company, and situation is different, with unique challenges so it is important that you quickly identify where to focus your energies. I'll outline a framework (with themes and a checklist) for assessing the situation, and constructing a 30 day plan to set yourself, and the team, up for success: Theme 1: Build the things right (The technical aspects of delivering quality solutions) Theme 2. Build the right thing (validating the planned deliverables against the desired business outcomes) Theme 3. Build the right Team (building a resilient, highly engaged, highly skilled team, who work well together and who can efficiently adjust to unforseen changes, whilst still delivering the outcomes) I believe that a successful agile team achieves a conscious balance between these themes. If they aren't focussed on all three, then they are unlikely to be as successful as they could be. Against these three themes I'll present and discuss a 6 point checklist that will help the new leader develop a 30 day plan: 1. Business objectives and environment – assess whether the team is doing productive work that aligns with the business needs. 2. Team – build a highly engaged, resilient team that understand their contribution to the larger business outcomes 3. Metrics –continually visualise progress against your goals 4. Stakeholders – build a strong relationship, and clear lines of communication 5. Continual improvement – no team should stand still and no team has reached perfection, so continuously analyse performance and focus on getting better. 6. Budget – understand the financial commitment to help plan activities and team dynamics The aim of the talk is to be educational, offering up a set of ideas, supported with real-world examples, that the attendees can adopt in their own organisations, to help them and their teams become more successful.

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Presentation that I gave at Agile Australia 2012 in Melbourne, and at Agile Encore 2012 in Auckland. Agile, Lean, Kanban, DevOps, Continuous Delivery! Fundamentally, all these methodologies are predicated on effective system and culture change. They require people and teams to work together to negotiate outcomes, remove inefficiencies, and deliver great business outcomes. This talk focusses on the practicalities of building a high-performing team that can execute within a chosen methodology, and deliver awesome business outcomes. It includes practical tips on motivation, hiring, and team building across distributed teams, and gives real life examples of successes (and failures). Discover: » A clear context for why this is a precursor for the successful adoption of Agile » A clear framework for building high performing teams » Practical tips for what to do when things go wrong » How to lead high performing Distributed teams » Real life examples of what worked and what doesn't

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The document discusses building high-performing teams to deliver outstanding business outcomes. It outlines four key aspects: 1) Teams need to understand the business, customers, goals and strategies; 2) Teams must work well together through clear communication, cooperation, and respect; 3) Teams should be empowered to change processes and systems to improve outcomes; 4) Individual motivation and a shared vision are important for team success. Effective hiring, clear direction, and building trust are also discussed.

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