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Agile - Executive Summary
Transcript of Agile - Executive Summary
People change management
Fixed time and cost
Variable scope - with most important business items completed first
How the current Telstra CIO Patrick Eltridge
convinced the CFO about Agile.
Report on tangible business value that has been delivered every 2-4 weeks.
(measure the team's velocity)
Not a silver bullet - Won't solve all issues, but it will identify them early.
During Agile adoption, staff need to be aware that sometimes it can look like Agile is at fault, whereas Agile has just identified issues earlier than would normally be the case.
Group-based estimating - including business representatives
People and interactions are are key (not tools)
Active sponsorship from above is critical
Telstra / Suncorp - people tend to go back to old ways. Veneer agile (looks like it on the surface, but under the surface they are using old ways that don't provide as much value.
The customer identifies the Backlog/Wishlist for the project. They can re-prioritise every 2-4 weeks.
Agile world is moving away from detailed business cases towards Minimal Viable Products (MVP) which test the business hypothesis.
Business cases are often full of assumptions and only minimal learning takes place during this process. The MVP approach is a more effective means of gathering information and estimating the total size of a project.
Paraphrase: I cannot tell you exactly what we will be working on, but I can tell you that we will:
setup a strategically aligned programme of work
deliver value to the business every 2-4 weeks
identify exactly how much it will cost per month and per year
With only 2-4 weeks notice, we can pivot or terminate the programme.
By that time, we will have already delivered operational business value.
ROI can begin earlier in the project.
Modular, re-usable architecture. Identify and solve more issues than originally thought of.
Promotes innovative re-use
See publications from Martin Fowler (Chief Scientist at ThoughtWorks) for more information:
Quote from Leading Project Management consultant Rob Thomsett:
Over the past 5 years, I have asked many senior managers including C.E.O.s the following question.
"How far into your organization's future can you predict with certainty. That is, before some regulatory change, competitor initiative, restructure or one of your key people leaves?"
The answer will not probably surprise many of you reading this.
"Three months maximum."
Welcome to the 21st Century.
Advice from Telstra / Suncorp:
Up-front planning only takes you so far, before the environment changes and you must evolve in order to be successful.
Typically inflexible to change and require significant up-front planning.
Digital projects need to be handled differently to Construction/Engineering projects .
Waterfall and Agile comparison
"Build it right
Build the right thing"
Types of projects suited
All projects can potentially use this approach.
"Just enough up-front planning" - not "no planning"
Deakin's level of maturity, certain projects will be best suited to start with including:
Large projects that expect considerable change and where the details will be emergent.
Smaller projects can benefit from the lean approach.
Customer facing applications
2-4 week iterations
Collaboration between the key business and key technical stakeholders throughout the entire project.
Organising a wedding
Create three user stories that relate to organising a wedding.
- Is a feature that provides value to a user
- It is not a specification
- Used to identify work
- Used to prioritise work