The latest version of this primer that I sometimes present to groups.

1. software development
ha rd
is
A primer on why agile and lean can help.
http://www.flickr.com/photos/bobjagendorf/2219031438/ 1

2. Me
• Involved in development of
digital applications and
platforms since 1997
• Australia and the UK
• Floppy disks, CD-ROMs!
• Then Intranet sites, websites,
web applications.
• Now. Lean and agile coach &
trainer
• Organiser of LAST
Conference
• projectslittlehelper.com
2

3. Me
• Involved in development of
digital applications and
platforms since 1997
• Australia and the UK
• Floppy disks, CD-ROMs!
• Then Intranet sites, websites,
web applications.
• Now. Lean and agile coach &
trainer
• Organiser of LAST
Conference
• projectslittlehelper.com
• Super Power - Sleeping
2

4. 3

5. Does any of this sound familiar?
4

6. Does any of this sound familiar?
“We need to add all these
essential features...but it still
has to come out on the
same date.”
5

7. Does any of this sound familiar?
“Sorry, we forgot to tell
you that we wanted these
changes”
6

8. Does any of this sound familiar?
“I know I said I wanted that
functionality…but now that I see
it…”
7

9. Does any of this sound familiar?
“Did you read the documentation?”
“Of course I did…
…well some of it.
…actually only the
intro.”
8

10. It can start to feel a bit…
Dilbert
http://www.flickr.com/photos/smallbox/174532376/
9

11. A classic approach...
Some call it…
Big Design Up Front
10

12. A classic approach...
Detailed planning using
up-front documentation.
11

13. A classic approach...
Detailed estimates of every step in
the development.
12

14. A classic approach...
Eventually...
Build the software
13

15. A classic approach...
Handover to QA
Sign off
14

16. A classic approach...
Maybe a “Lessons Learned”
meeting.
AKA Post Implementation
Review.
15

17. A classic approach...
Strict change controls
To make sure what was specified
is what is built.
16

18. Strengths?
17

19. Strengths?
Appears logical, at first.
17

20. Strengths?
Appears logical, at first.
Can be good for stable
projects, with low technical risk
17

21. Strengths?
Appears logical, at first.
Can be good for stable
projects, with low technical risk
…ones that don’t change much
17

22. Strengths?
Appears logical, at first.
Can be good for stable
projects, with low technical risk
…ones that don’t change much
…or ones where you predict
100% of tasks up front
17

23. Problematic?
18

24. Problematic?
Weighted towards good ideas
coming at the start
18

25. Problematic?
Weighted towards good ideas
coming at the start
Writing things down…can equal
“Throwing it over the wall”
18

26. Problematic?
Weighted towards good ideas
coming at the start
Writing things down…can equal
“Throwing it over the wall”
Many features end up not
being used.
18

27. Problematic?
Weighted towards good ideas
coming at the start
Writing things down…can equal
“Throwing it over the wall”
Many features end up not
being used.
A prescribed process cannot
always fit every project
18

28. Change is a problem, not an opportunity
19

29. Change is a problem, not an opportunity
The thing is…
19

30. The thing is…Change is inevitable
20

31. What can we do
about it??
21

32. Weapons to add to our armoury
User driven product design
Prioritise functionality
Close & frequent collaboration
with representatives of customer
value
22

33. Weapons to add to our armoury
Constantly ask “Is this what
the user values?”
Continuous integration,
automated testing and other
engineering practices.
Regularly inspect process
and adjust accordingly
23

34. Benefits
24

35. Benefits
Sustainable pace
24

36. Benefits
Sustainable pace
Self organising teams
24

37. Benefits
Sustainable pace
Self organising teams
Ability to embrace change
24

38. Benefits
Sustainable pace
Self organising teams
Ability to embrace change
= happier teams
24

39. Benefits
Sustainable pace
Self organising teams
Ability to embrace change
= happier teams
The product is what the user
wants (it makes money/
creates value)
24

40. Benefits
All the kittens
are happy
25
http://www.flickr.com/photos/masochismtango/514736937

41. Agile and Lean
These are techniques to
help make kittens happy
Perhaps different to
things that you might be
have done before…
…but you may have been
doing a lot of this already!
26

42. “You are not alone”
Suncorp Nokia The Economist
The Financial Times Google
REA Telstra Yahoo!
Seek and a whole lot more
27

43. Where to start?
Retrospectives Automated testing
Extreme Programming Daily standup
Unit testing Card walls Scrum
Burndown Charts Sprints Iterations
Value Stream Mapping Story points
DSDM UX Kanban Velocity
Continuous integration User Stories
28

44. Where to start?
Retrospectives Automated testing
Extreme Programming Daily standup
Unit testing Card walls Scrum
Confused?
Burndown Charts Sprints Iterations
Value Stream Mapping Story points
DSDM UX Kanban Velocity
Continuous integration User Stories
28

45. A bit of reading
The Scrum Primer:
http://www.scrumprimer.com/
InfoQ
http://www.infoq.com/
Jim Highsmith
“Agile Project Management”
PMI, PRINCE 2 Foundation, IIBA
Leading Answers
http://leadinganswers.typepad.com/
29

46. A bit of reading
The Scrum Primer:
http://www.scrumprimer.com/
InfoQ
http://www.infoq.com/
Jim Highsmith
“Agile Project Management”
PMI, PRINCE 2 Foundation, IIBA
Leading Answers
http://leadinganswers.typepad.com/
29

47. Group therapy
Melbourne Agile and Scrum User Group
Melbourne Limited WIP Society (Lean
and Kanban)
Agile Business Analysts
http://meetup.com
30

48. http://www.flickr.com/photos/avardwoolaver/7137096221/
http://projectslittlehelper.com
ed@projectslittlehelper.com
@littlehelper
Creative Commons photos from
Flickr.
Hand drawn icons:
http://handdrawing.olawolska.com
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This presentation can be reused under a Creative Commons BY-NC-SA licence.