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And put in the TODO
column ----------->
Driving Value with
Agile Teams
https://www.flickr.com/photos/soldiersmediacenter/3855375117
Mark Kilby
20+ years in software
12+ years launching agile orgs
@mkilby
speaker
AgileOrlando.com
(founder)
AgileFlorida.com
(co-founder)
http://pixar.wikia.com/Doc_Hudson
Who has heard of 
 ?
(a standing survey)
HAVE? ----------->
Agenda:
What is Agile? Scrum?
What is Lean? Kanban?
Inspect and Adapt
Agenda:
What is Agile? Scrum?
What is Lean? Kanban?
Inspect and Adapt
9
Steps
1. 1 minute prep time
2. Give an estimate
3. 1 minute iteration
4. 1 minute
improvement
& new estimate
5. Repeat steps 2-5
five times
Collaboration Exercise
GOAL: Earn as many
“ball points” as
possible in 1 min
Rules:
1. Balls must touch everyone
on the team
2. Balls must have “air time”
when being passed to each
person
3. Ball must end where it
starts
4. Balls that fall to the ground
do not count
Thank you Bachan Anand & Boris Gloger
What did we observe?
a little background 

Build
Build
Build
Build
High
When to use Empirical?
High
When to use Empirical?
Certainty
Agreement
High
When to use Empirical?
How can this work
for me?
How can it work for my
organization?
???
Agenda:
What is Agile? Scrum?
What is Lean? Kanban?
Inspect and Adapt
What differences and
similarities do you see?
SCRUM
Agenda:
What is Agile? Scrum?
What is Lean? Kanban?
Inspect and Adapt
Certainty
Agreement
High
When to use Empirical?
Certainty
Agreement
When to use Empirical?Lean Principles
1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. See the whole
Certainty
Agreement
When to use Empirical?Kanban concepts
1) Visualize Value Stream
Similar to Scrum
Task board
Certainty
Agreement
High
When to use Empirical?Kanban concepts
1) Visualize Value Stream
2) Limit Work In Process (WIP)
Similar to Scrum
Time-boxing to limit work
Certainty
Agreement
High
When to use Empirical?Kanban concepts
1) Visualize Value Stream
2) Limit Work In Process (WIP)
Similar to Scrum
“Definition of Done”
3) Make policies explicit
Certainty
Agreement
High
When to use Empirical?Kanban concepts
1) Visualize Value Stream
2) Limit Work In Process (WIP)
3) Make policies explicit
4) Manage Flow
Like Scrum
“Burndown
chart”
Certainty
Agreement
High
When to use Empirical?Kanban concepts
1) Visualize Value Stream
2) Limit Work In Process (WIP)
3) Make policies explicit
4) Manage Flow
5) Improve
Collaboratively
SCRUM OR KANBAN?
Agenda:
What is Agile? Scrum?
What is Lean? Kanban?
Inspect and Adapt
What has Agile done to
Inspect & Adapt
in 10+ years?
> 3000
books
> 13M
websites
Do you
need a
coach?
It all comes back to

References:
Mini-book: Kanban & Scrum – Making the Best of Both (minibook)
http://www.infoq.com/minibooks/kanban-scrum-minibook
Scrum in 30 Seconds
https://www.scrumalliance.org/scrum/media/ScrumAllianceMedia/CSC%20CST
%20Resources/Scrum-in-30-seconds_poster.pdf
Book - Training Scrum (Growing Agile)
https://leanpub.com/TrainingScrum
Kanban Values, Principles, & Practices
http://agiletrail.com/2013/01/22/99-second-presentation-kanban-values-or-how-i-
almost-attacked-a-manager-with-hot-coffee/
Agile in the Large
http://scaledagileframework.com
http://disciplinedagiledelivery.com/lifecycle/
More References:
Scaled Agile Framework
http://scaledagileframework.com
Disciplined Agile Delivery
http://disciplinedagiledelivery.com/lifecycle/
Examining Different Approaches to Scaling Agile – Dolman & Spearman
http://www.infoq.com/news/2014/07/compare-agile-scaling
http://www.agilescaling.org/
Even More References:
What Allows Agile to Succeed in an Organization
http://www.leadingagile.com/2013/06/what-allows-agile-to-succeed-in-
an-organization/
Book – Agile Business: A Leader’s Guide to Harnessing Complexity
https://www.rallydev.com/agile-business-book
(disclaimer: Mark Kilby is one of the co-authors)
http://pixar.wikia.com/Doc_Hudson
Mark Kilby
More questions?
More info: MarkKilby.com
@mkilby
AgileOrlando.com AgileFlorida.com
Or visit us at:
THANKS!
Certainty
Agreement
High
When to use Empirical?Kanban or Scrum?
Scrum Kanban
Project teams (5-9 people) Sustaining Teams
Planned work dominates Demand work dominates
High ability to estimate Low ability to estimate
Cross-functional capabilities Siloed capabilities
Self-contained Unbounded outside dependencies
Low variation in types of work High variation in types of work

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Driving Value with Agile Teams (IIBA-AO event)

Hinweis der Redaktion

  1. I may not have time to do a Kanban exercise. So I’ll demonstrate throughout the session.
  2. Anyone know this movie and the story between these characters? This is from the Disney-Pixar Movie Cars (which my kids loved when it came out and I love it to). The red car is Lightning McQueen. A hot shot racer that no one can beat on the race track. The blue car on the left is Doc Hudson, the Lightning McQueen of his day 20+ years ago. Most of the first movie is about McQueen learning that he does not know everything and cannot use the same techniques in all situations. Doc proves this when he races McQueen on a dirt track and leaves him in the dust. Doc keeps repeating to McQueen that “Dirt is Different”.
  3. But let’s not get off “track”. Let’s find out who is here with us and what you already know. Please stand if you have read something about agile? Keep standing if you have heard of the agile manifesto? Keep standing if you have read the 4 values of the agile manifesto? Keep standing if you have teams trying agile? Keep standing if you have teams trying to live up to the agile manifesto?
  4. Just to explain we’ll use these later and give them a chance to capture other questions.
  5. 15-20 min
  6. Our defined approaches are like baking. When we know what we want, we can produce it efficiently. However, if there are changes, they become more costly and hard to change 
 especially in the Build phase. For instance, how likely are you to change the flavor by adding ingredients while something is already “in the oven”? Not likely.
  7. 20 years ago, many software engineers were wondering if there was a different approach. Could they work in short cycles? Could they use more of the “scientific method” to hypothesize what a customer needed, build the smallest possible slice, check it out with the customer and then, based on customer feedback, alter what they are building?
  8. This is a bit like cooking. We add a pinch of this and taste. Based on what our senses tell us, we might add something different next.
  9. Simple – requirements are well-understood and technology and approach are understood (WHAT AND HOW are clear) Complicated – either requirements are not clear OR there is uncertainty with our approach (WHAT OR HOW are unclear Complex – BOTH WHAT AND HOW are unclear
  10. So our defined
  11. Key to empirical approaches is reducing waste. More when we talk about lean.
  12. Key to empirical approaches is reducing waste. More when we talk about lean.
  13. Key to empirical approaches is reducing waste. More when we talk about lean.
  14. Key to empirical approaches is reducing waste. More when we talk about lean.
  15. Key to empirical approaches is reducing waste. More when we talk about lean.
  16. Key to empirical approaches is reducing waste. More when we talk about lean.
  17. Key to empirical approaches is reducing waste. More when we talk about lean.
  18. Key to empirical approaches is reducing waste. More when we talk about lean.
  19. Just to explain we’ll use these later and give them a chance to capture other questions.
  20. So remember, even when you think you know how to run that project, learn to inspect and adapt when you hit a road that’s different.
  21. Key to empirical approaches is reducing waste. More when we talk about lean.