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    Agile Guidebook Part 1 - Agile Basics

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    KP
    This document provides an introduction to Agile methodology. It begins by contrasting Agile with the traditional "waterfall" process, noting that Agile allows for more flexibility and adaptation to change. The core values and principles of Agile are then outlined, including an emphasis on individuals, collaboration, responding to change, and delivering working software frequently. While originally developed for software development, the document explains how Agile can also be applied to other domains like product development and services. It then discusses the Scrum framework as one popular way to implement Agile principles before distinguishing frameworks from mindsets. Finally, it outlines the typical roles and skills of an Agile coach.

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    Agile Guidebook Part 1 - Agile Basics

    Uploaded by

    KP
    75 views6 pages
    This document provides an introduction to Agile methodology. It begins by contrasting Agile with the traditional "waterfall" process, noting that Agile allows for more flexibility and adaptation to change. The core values and principles of Agile are then outlined, including an emphasis on individuals, collaboration, responding to change, and delivering working software frequently. While originally developed for software development, the document explains how Agile can also be applied to other domains like product development and services. It then discusses the Scrum framework as one popular way to implement Agile principles before distinguishing frameworks from mindsets. Finally, it outlines the typical roles and skills of an Agile coach.

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    This document provides an introduction to Agile methodology. It begins by contrasting Agile with the traditional "waterfall" process, noting that Agile allows for more flexibility and adaptation to change. The core values and principles of Agile are then outlined, including an emphasis on individuals, collaboration, responding to change, and delivering working software frequently. While originally developed for software development, the document explains how Agile can also be applied to other domains like product development and services. It then discusses the Scrum framework as one popular way to implement Agile principles before distinguishing frameworks from mindsets. Finally, it outlines the typical roles and skills of an Agile coach.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    75 views6 pages

    Agile Guidebook Part 1 - Agile Basics

    Uploaded by

    KP
    This document provides an introduction to Agile methodology. It begins by contrasting Agile with the traditional "waterfall" process, noting that Agile allows for more flexibility and adaptation to change. The core values and principles of Agile are then outlined, including an emphasis on individuals, collaboration, responding to change, and delivering working software frequently. While originally developed for software development, the document explains how Agile can also be applied to other domains like product development and services. It then discusses the Scrum framework as one popular way to implement Agile principles before distinguishing frameworks from mindsets. Finally, it outlines the typical roles and skills of an Agile coach.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    AGILE INTRO

    WHAT IS AGILE?
    While there are many definitions of Agile, the easiest way to understand it is by looking at so-
    called waterfall process - how the traditional production and manufacturing works.

    We start by identifying requirements, creating the design, implementing, testing and then
    delivering to the customer. Each stage is clearly defined, we can only move to the next stage
    once we have completed the previous one and it is impossible (or very expensive) to move to the
    previous stage.

    Agile is a mindset
    It allows us to embrace change throughout the
    process and adapt to the change so that we can
    deliver the product that the customer really
    wants and incorporate the new learnings into
    product design as quickly as we can.

    Waterfall is not bad


    There are situations when we must follow the waterfall-like processes:
    - construction (impossible to make adjustments once the construction work starts
    - mass production (we need to have the design finalized before launching the production line)
    - no right for mistake (e.g. software for medical equipment or nuclear plant)

    ADAPTING TO CHANGING REQUIREMENTS


    The world is changing faster and faster. Products fade away and become long forgotten if they
    fail to respond to changing world. So in order to be successful, it is important to embrace the
    change, be ready for it and welcome changing requirements.

    (c) Masha Ostroumova 2020


    What makes waterfall fail?
    Self-fulfilling prophecy:
    1) we know that the change will be expensive and we're scared of it
    2) we try to avoid change by all means
    3) we gather requirements at the point where our knowledge about the product (also market
    and customers) is at its lowest point
    4) since we didn't have all the knowledge in the beginning, we are very likely to miss something
    and the change will be required during the later stages (when it becomes very expensive)

    AGILE PRINCIPLES AND VALUES


    Agile is usually defined by 4 values and 12
    principles which were formulated by 17
    software engineers in 2001 in Utah and can
    now be found on https://agilemanifesto.org/
    with translations on multiple languages.

    While a lot of those principles and values refer


    to software development, they can be applied
    to other industries as well with small
    adjustments.

    (c) Masha Ostroumova 2020


    4 values of Agile
    1. Individuals and interactions over processes and tools
    2. Working software over comprehensive documentation
    3. Customer collaboration over contract negotiation
    4. Responding to change over following a plan

    Note that items on the right are not denied, but are simply valued less than items on the left.

    12 principles of Agile
    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
    12 principles
    processes of Agile change for the customer's competitive
    harness
    advantage.
    1. Our highest priority is to satisfy the customer through early and continuous delivery of
    3. valuable
    Deliver working software frequently, from a couple of weeks to a
    software. 12
    principles of
    couple of months, with a preference to the shorter timescale.
    2. Welcome changing requirements, even late in development. Agile processes harness change Agile

    4. for
    Business people and
    the customer's developersadvantage.
    competitive must work together daily
    throughout
    3. Deliver the project.
    working software frequently, from a couple of weeks to a couple of months, with a
    5. Build projects
    preference around
    to the motivated
    shorter individuals. Give them the
    timescale.
    environment
    4. Business andand
    people support they need,
    developers mustand trust
    work them to
    together getthroughout
    daily the job the project.
    done.projects around motivated individuals. Give them the environment and support they
    5. Build
    6. The most
    need, andefficient andtoeffective
    trust them method
    get the job done.of conveying information
    6. to
    Theand within
    most a development
    efficient team
    and effective is face-to-face
    method conversation.
    of conveying information to and within a
    development
    Delivering team is
    incremental face-to-face
    value conversation.
    to the customer
    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.

    (c) Masha Ostroumova 2020


    IS AGILE FOR SOFTWARE DEVELOPMENT ONLY?
    While Agile values and principles were originally developed for the software development, they
    are widely applied in many different domains and industries, with some adjustments.

    For products/manufacturing
    Since it is quite often impossible to iterate because of large-scale production, it is important to
    do a thorough user research and prototype before starting the mass production.
    Whenever possible, it is better to release smaller batches of product in order to learn from the
    user feedback and make adjustments.
    Any product development would benefit greatly from cross-functional self-organizing teams.
    People from different background would bring different perspective and contribute to the
    product improvement.

    For services
    It is usually easier to make adjustments to the services and service packages, so it is important to
    constantly learn from the customer feedback and iterate. Cross-functional teams are another
    important aspect of agile that would help to improve the services.

    Some concept that might sound like they are software development-specific, might be applied
    to both services and product. For example "tech debt" (not allowing the short-term wins impact
    the long-term quality) would be relevant for non-software industries as well.

    WHAT IS SCRUM?
    Scrum is one of Agile frameworks which became really popular and is quite often wrongly
    opposed to Agile. Agile is a mindset/philosophy, while Scrum is one of many ways to apply Agile
    principles in real life.

    why is it not enough to only learn scrum/get scrum-certified?


    Scrum is often represented like one-size-fits-all solution, while in reality there are cases
    where it cannot be applied as is
    The reasons (mindset) behind certain Scrum processes and tools are not always explained
    well. An Agile coach needs to understand the "why" to be able to explain it to the team
    Scrum is not always the best framework and certain products and teams might need a
    different solution.

    (c) Masha Ostroumova 2020


    FRAMEWORK VS. MINDSET
    While there are many different frameworks apart from Scrum, it is very important to understand
    well the difference between the framework and mindset. You might be tempted to find the most
    innovative solution (framework) and apply it to the team hoping that it will solve all the
    problems and work magic, but without the good understanding and willingness to change
    (mindset) the team will not change.

    An Agile coach often acts like a team's therapist or personal trainer. You need to walk the team
    through recognition and acceptance of the problem and you need to make them want to
    change. Once they are ready for a change, you will discuss with them the solutions.

    WHAT'S THE ROLE OF AN AGILE COACH?


    Scrum framework suggests that every team needs a full-time
    Scrum master - a person who would organize the processes,
    coach the team, keep the balance and help the team to
    constantly improve. As an Agile coach, I believe my job is done
    when the team no longer needs a full-time coach or Scrum
    master.

    Things I do when I work with a team


    Observing and understanding the team and the product
    Analyzing the metrics and processes, finding the gaps
    Discussing the issues with the team and guiding them towards solutions
    Coaching the team on how to implement frameworks, processes and tools
    Making them the owners of the processes and product

    Skills and knowledge an agile coach needs


    Understanding of the product development process and the product
    Analytical & problem-solving skills
    Knowledge about psychology (Agile coach acts as a "team's therapist)
    Leadership skills and readiness to step back once the team starts owning the processes and
    product

    (c) Masha Ostroumova 2020


    WORKING WITH A TEAM
    You will be working with a team as an Agile coach and it is very important to understand the
    team structure, team dynamics and know what to pay attention to. An Agile coach is not a team
    member, but rather an outsider who joins the team for a relatively short period of time, so it is
    also important to be humble and respectful as you learn about the team. Observe them and
    make an effort to understand them before you start giving them recommendations and making
    any changes.

    common roles in software development teams


    Product owner ("CEO of the product")/product manager
    ("executor")
    Engineers (full stack or specialized, e.g. backend engineers)
    Quality assurance engineers (manual testers, QA
    automation engineers)
    UX designers (also UX writers, UX researchers etc)
    Marketing specialists, Data scientists, Data analysts,
    Business analysts etc
    Scrum Master

    Things to pay attention to:


    Roles and responsibilities on the team
    Power dynamics (closed poses vs. power poses, who talks more often and who never says
    anything)
    Facial expressions and micro expressions - learn more by visiting Dr. Paul Ekman's site

    WORK IN PROGRESS
    Little's LAW
    Based on Little's law we can see that the less work the team has in
    progress at any given moment, the faster it will be delivering value L - work in progress
    even if the overall output doesn't change. Agile coach pays special λ - throughput rate
    attention to the amount of work in progress and helps team to W - cycle time
    reduce it.

    Less work in progress also means less context switching and more
    L = λW
    attention to blockers.
    (c) Masha Ostroumova 2020

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