Slide gived to attendee

1. Introduction to Agile
Alexandre Cuva
Agile Coach, LSTM, CSM, CSPO, PSM I, HSPTP
2012

2. Practical Stuff
2

3. Alexandre Cuva
Email : Organizational Coaching
alexandre.cuva@altran.com (Management 3.0, Scrum)
Twitter: @cuvaalex
Team Coaching
Blog: http://agile-
alexcuva.blogspot.com/ (Scrum, XP, Kanban)
Phone: +41 78 715 8309 Technical Coaching
(TDD, BDD, C#, Java, Groovy)
Agile Training
(Management 3.0, Agile, Scrum, XP)
3

4. Exercise: Introduction
For each person at the table:
1. Think about your personal goal for this course
(Why are you here, and not somewhere else?)
2. Write down your goal (you will need it later)
3. Introduce yourself to the group (if needed), and
explain your goal
4. Offer a “Little Know Fact” about yourself
15 minutes
4 Source: Management 3.0 Courseware developed by Jurgen Appelo

5. Observation
The complexity is growing fast
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6. Observation
The current standard management system, does not provide satisfaction to
all.
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7. “Organizations can become learning networks of
diverse individuals creating value, and the role
of leaders should include the stewardship of the
living rather than the management of the
machine.”
http://www.stoosnetwork.org
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8. Agile Overview
Agile Methodology Used
8 Source: http://www.versionone.com/state_of_agile_development_survey/11/

9. Agile Overview
Reasons for Adopting Agile
9 Source: http://www.versionone.com/state_of_agile_development_survey/11/

10. Agile Overview
Benefits obtained from implementing Agile
10 Source: http://www.versionone.com/state_of_agile_development_survey/11/

11. Agile Overview
11 Source: http://www.versionone.com/state_of_agile_development_survey/11/

12. 12

13. Agile Overview
Exercise : Myth and Facts about Scrum
On the post-its in front of you, write 3 facts you already know
and 3 myths you’ve heard about agile and /or Scrum. Write only
one fact or myth per note, and don't indicate whether any
particular note is a fact or a myth. Don't share them yet.
10 minutes
Someone from each table gather post-‐its from your team and
pass to the next table
As a team, take the post-‐its from the other team and post on
your flip chart as fact or myth (if you are not sure – put in the
middle)
10 minutes
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14. Agility Overview
Brief reminder of Waterfall
Stages of SDLC (Software Development Life Cycle)
What if we did small
iterative cycles instead?
Business Solutions
14

15. Agile Overview
Agile Tree
Profit
Practices
Principles Values
15 Source: Coaching Agile Teams by Lyssa Adkins

16. Core beliefs of Waterfall
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17. The Core beliefs of Agile
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18. The Core beliefs of Lean
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19. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
19 http://agilemanifesto.org

20. Agile Overview
Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the
project.
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
20 Source: Agile Manifesto : http://www.agilemanifesto.org

21. Agile Overview
Exercise: Agile Principles
• In your groups on a flip chart paper, write the numbers 1 through 12.
• Come up with three words maximum that effectively capture each of the
twelve principles.
15 minutes
• Also as a team pick the three principle you feel are most valuable, if you
could only keep 3
• Report back to the class
10 minutes
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22. Seven Lean Principles
1. Eliminate Waste
2. Build Quality In
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole
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23. Agile Overview
Comparison of Agile practices
Business Solutions
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24. Scrum Overview
The big picture
Business Solutions
Scrum Map
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25. Agile Development Rules
Needed
Test Driven
Development
Continues Integration
Needed
Needed
Refactoring
help Needed
Pair programming
help
Simplicity
Coding convention Non single code owner help
25 Source: Altran CIS
Septembre 2011 Altran AESI V2011

26. Lean Portfolio Management
Benefits • Minimizing work
• Speed & Quality in progress
• Line of sight to • Minimizing
Business needs Interruptions
Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway
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27. Lean Portfolio Management
Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway
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28. 28

29. Retrospective

30. Learning Framework
SCRUM OVERVIEW
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31. Scrum Overview
Scrum three Pillars
Transparency Inspection Adaptation
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32. Scrum Overview
The big picture
Business Solutions
Scrum Map
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33. Scrum Overview
The main highlights
The project is chopped into small iterations called Sprints. Each sprint
takes usually between 2-4 weeks.
The goal of every sprint is to deliver new functionality that can be
potentially delivered to the stakeholders
At the beginning of the sprint, the team meets up and prepares the work
for the upcoming sprint
There is a daily stand-up ceremony
Business Solutions
At the end of the sprint, a review of the work done takes place
Also, there is a retrospective of what went wrong/well, points to improve,
etc
Finally, the backlog is groomed depending on customer feedback,
priorities, etc
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34. Scrum Overview
Schedule
Before the sprint,
backlog is groomed Daily stand-up
Business Solutions
Sprint is then planned
and committed formally
34

35. Scrum Overview
Schedule
Review day
Business Solutions
After the review,
retrospective takes
place
35

36. Retrospective

37. Scrum a Learning Framework
SCRUM ROLES
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38. Scrum Roles
Exercise : Scrum Roles
Form groups
On Post-It’s write responsibilities and tasks that a project manager
traditionally had
Discuss where either each of the notes now belongs to the Scrum Master, the
Product Owner or the team.
Put the notes on the board accordingly
20 minutes
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39. Scrum Roles
Scrum Master He protects the team from all disturbances.
He is not part of the team.
He improves the productivity of the Scrum-Team
and controls the “inspect and adapt” cycles of
Scrum.
He makes sure that the agile ideals are understood
and that they are respected by all stakeholders.
He is not responsible for the delivery of the product.
Scrum
• Protect your Scrum-Team
Master
• Remove Impediments
• Run the Process
• Work with Product Owner
• Work with the Organization
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40. Scrum Roles
Product Owner She drives the Product Owner from the business
point of view.
She communicates a clear vision of the product and
she defines its main characteristics.
She also accepts the product at the end of a Sprint.
She makes sure that the team only works on the
most valuable Backlog Items.
Product She has the same goal as the team.
Owner She is responsible for the return on investment.
• Return on Investment
• Build and Communicate Vision
• Maintain product Backlog
• Acceptance of Delivery
• Establish and maintain Release plan
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41. Scrum Roles
The Team
They deliver the product and they are responsible
for the quality.
They work with End User, PO and Customers to
understand the business requirements.
The Teams performs its commitment voluntarily.
They work continuously with the PO to define the
Team strategic direction of the project.
• Deliver
• Quality
• Estimate
• Commit
• Self-Organized
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42. Retrospective

43. Ressources
Geneva – Lausanne Agile / Lean / Scrum Communities
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44. Alexandre Cuva
Email : alexandre.cuva@altran.com
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309