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The Case for Agile Development

The Case for Agile Development. Creative Disruption: A Core Systems Strategy Workshop November 3, 2011. Project Results. Source: Standish Group Chaos Manifesto. Risk Potential. Average Project Cost Overrun 27% But one in six exceeded 200%. “ The number one reason projects fail

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The Case for Agile Development

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  1. The Case for Agile Development Creative Disruption: A Core Systems Strategy Workshop November 3, 2011

  2. Project Results Source: Standish Group Chaos Manifesto

  3. Risk Potential Average Project Cost Overrun 27% But one in six exceeded 200%

  4. “The number one reason projects fail is due to absent or inadequate executive sponsorship.”

  5. Factors of Success • User Involvement • Executive Support • Clear Business Objectives • Emotional Maturity • Optimizing Scope • Agile Process • Project Management Expertise • Skilled Resources • Execution • Tools and Infrastructure Source: Standish Group Chaos Manifesto

  6. Agile Process Game-changing Benefits Nerve-wracking Risks CHANGE

  7. Key Principles • Collaboration • Embracing Change • High Performance Teams • Working Software Often

  8. Key Principles • Set of Tools • Dodging Documentation • Design Methodology

  9. Scrum - An Agile Approach

  10. Scaling Scrum • Feature Teams • Continuous Integration • User Centered Design • Scrum of Scrums • Program Backlog • And More

  11. Pitfalls • Not Empowering the Team • Different World View of Cross-Functional Teams • Discomfort with Identifying Impediments • Limited Business Involvement • Defining Done • “Agilefall”

  12. Case Study Generally successful but still not a silver bullet.

  13. Inception – Sprint Zero • Define the program backlog • Organize by major features • Prioritize features • Plan work by team • Plan cross-team interactions • Visual layout of the program • Define a conceptual vision to start • Evolve and change as conditions dictate

  14. Sprint Plan Overview

  15. Features by Team

  16. Testing Phase Multiple test sprints End to end testing Regression Testing User Acceptance Testing

  17. Supporting Factors • Business Case Objectives • Governance Model • Dedicated Team • Collocated Team • handful of parameters guiding independent decision making • rules of the road defining decision making expectations • develop confidence in teammates and expectations to deliver • timely responsive

  18. Business case became a tool throughout the program.

  19. The right people and the right partners given the commitment they needed to succeed! • Internal participants 100% committed for the duration of the program • Team collocated at off-site office space • Multi-disciplined teams consisting of internal business SMEs, internal IT analysts, vendor experts and system integrator analysts

  20. Lessons Learned • Educate • Product owner • ScrumMaster • Team members • Others interacting with the agile team • Communicate, communicate, communicate • Delivery • Daily scrums • Sprint reviews • Incrementally improve • Sprint, assess, sprint again • Improve the process as well as delivery • Empower the team

  21. Lasting Effects • Scrum is now the default for all strategic projects • Application maintenance releases follow an agile approach • Adopted for numerous non-project efforts – scrum meeting format, etc. • IT planning follows a conceptual plan with quarterly reviews for the maintenance of projects in the “product backlog” More dynamic, more transparent, shorter timeframes and focused on functional deliverables.

  22. Final Note: Invest in lots of colored Post-It Notes

  23. Questions?

  24. Michael Foerst • VP of IS / CIO - Missouri Employers Mutual • Contact Information • E-Mail: mfoerst@mem-ins.com • LinkedIn: www.linkedin.com/in/michaelfoerst • Twitter: twitter.com/michaelfoerst

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