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Agile a Myth?

Jane Trümner at GI "Vorgehensmodelle 2013" in Lörrach
by

Jane Truemner

on 14 October 2013

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Transcript of Agile a Myth?

≠ Myth
≠ Silver Bullet
Troublemaker?
Why agile at all?
A complex world
GI “Vorgehensmodelle 2013” | 10. October 2013
Jane Trümner | Immobilien Scout GmbH

Management
Why
How
Scrum Master
Efficiency
x-functional Team
Product Owner
Agile a Myth?

Jane Trümner
Head of Agile & Project Management
jane.truemner@immobilienscout24.de

fast
Agile Development
> 5 years
> 200 people
Automation & CLD
Features
Bugs
Happiness
Agile Manifesto
individuals and interactions
deliver working software
customer collaboration
responding to change
Good managers make (agile) teams successful.
Agile teams deliver value by strong teamwork.
What
more often on differet levels
just in time + just enough
including user feedback and learning
Planning
Agile change …
and
is all about
focus on delivering
value to the customer
is tough work
bases on freedom & responsibility
Scaling agile Transparency …
Change Driver!
think BIG & start small
methods & engineering practices
time to develop agile mindset
Agile for the whole
company?
Agile
growing
flexible
changing
Handle Complexity
Domain
knowledge
Technological
knowledge
poor
poor
good
Chaos
Complex
Complicated
Complicated
Easy
Try to avoid this
Unpredictable by nature
Agile is needed to keep "control" and succeed
Planning is possible
Agile works but is not mandatory
No formal process needed
On-demand development
Agile is learning
The more you have to learn on the way the more you need Agile.

Agile is about making the right decisions in an unpredictable, complex environment.
Reduce Costs
cost per change
time & phases
Requirements
Design
Implementation
Test
Deploy
Costs per change over time are increasing exponentially
Change happens
In Agile we build software incrementally in short iterations to better understand customer needs and control cost per change.
Goals & Bounderies
Communication
Personnel development
Solve problems
Leading change
Planning on different levels
help design measures that can report success collaboratively
allow teams to be able to fail without assigning blame
Management & Stakeholder
Teams
track their work to enable progress reporting
reflect true progress of continuous delivery of shippable increments
assess if value was delivered
= what really matters …
Full transcript