Agile

Steve Collins Richland County IT Manager

 Have Fun  Learn About Agile  Tell Some Stories

 Jim Valvano – Three Things

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Iterative Development

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Reflective Improvement

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Close Communication

 Personal Safety  Focus  Easy Access To Expert Users  Technical Environment

 Of those 2000 projects if you measure success as on time and within budget only 16% of those projects would be judged successful

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Highest priority is to satisfy the customer through early and continuous delivery of valuable software Deliver working software frequently Business people and developers must work together Build projects around motivated teams Working software is the primary measure Maintain a constant pace Pay attention to technical excellence and good design Simplicity is essential Utilize self organizing teams Reflect at specified intervals

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Create Value for the Customer Eliminate Waste Defer Commitment Respect People Deliver Fast Build Quality In Create Knowledge Optimize the Whole

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3 Roles Product Owner Scrum Master Development Team 3 Meetings Sprint Planning (4 hours) Daily Scrum (15 minutes) Sprint Demo & Retrospective (4 hours) 3 Artifacts Product Backlog Sprint Backlog Sprint Burn-down

 To produce Value in 10 days that is coded, unit tested, UAT tested and documented  Demo that value to the end user and get feedback  Make changes in the next sprint

Sprint 6 Burn-down

350 300 250 200 150 100 50 9 8 7 6 5

Sprint Day

4 3 Hours Remaining Ideal Burndown 2 1 0

Sprint 6 Burn-up

25 20 15 10 5 1 2 3 4 5

Days Remaining

6 7 Committed Stories Completed Stories 8 9 10

 Learning happens when there is a 50% chance that your first iteration is wrong

 Paired or team development is faster than team members working on tasks individually

 Trust  Conflict  Commitment  Accountability  Results

 Spirit of the squirrel  Way of the beaver  Gift of the goose

 Non performers identified fast  Stories must be right sized  Some folks think they work better alone   Some folks want to know everything before doing anything Some tasks too long – some too short  Remote developers are difficult  Managers become coaches  Future stories can break prior stories

 Fujimotto