itil® endlich agile

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  • 1.ITIL & Agile

2. Matthias Gessenaymatthias.gessenay@corporatesoftware.chITIL is a Registered Trade Mark of the Cabinet Office. Crown Copyright Material reproduced under licence fromthe vanilla Material Agile from APMG 3. Agenda Introduction in Agile Philosophy & Principles Timeboxing & Moscow Integration with ITIL 4. Agile concerns and issues?All Agile Slides (c) by DSDM Consortium 5. What is Agile? Generic Description of a style of workingFlexibilityWorking closely with customer throughoutEnsuring final solution actually meets business needDeferring decisions about detail as late as possible AGI L E 6. What is Agile? We are uncovering better ways of developing softwareby doing it and helping others do it.Through this work we have come to valuePeople and Interactionsover Processes and Tools Working Softwareover Comprehensive DocumentationCustomer Collaboration over Contract NegotiationResponding to Change over Following a PlanThat is; while there is value in the items on the right; we value the items on the left more.(But Agile is not just about delivering software, it applies to all types of project) 7. Agile Project Management - The Basics 8. Basics What is negotiable? 9. Basics The PrinciplesPrinciples support the philosophyHighlight attitude and mindset needed by teamCompromising any principle undermines philosophy And introduces riskApplying all principles ensures maximum benefitCollectively principles enable organizations tocollaboratively deliver best value solutions 10. Basics Principle 1 Focus on the business need Decisions based around project goal To deliver what business needs it to deliver, when it needs to be delivered Requires team to Understand true business priorities Establish sound business case Seek continuous business sponsorship and commitment Guarantee Minimum Useable Subset Supported by Business roles Business Products agreed at Foundations stage Key techniques - MoSCoW prioritization and Timeboxing 11. Basics - Principle 2Deliver on timeRequires team to Timebox the work Focus on business priorities Always hit deadlinesSupported by Key techniques : Timeboxing and MoSCoW To build a reputation for timely and predictable deliveries 12. Basics - Principle 3 CollaborateRequires team to Involve the right stakeholders at the right time, throughout project Ensure team members are empowered to make decisions on behalf of those they represent Actively involve business representatives Build one-team culture Supported byBusiness rolesKey technique : Facilitated workshops 13. Basics Principle 4 Never compromise quality Requires team to Set level of quality at the outset Ensure quality does not become a variable Design, document and test appropriately Test early and continuously Build in quality by constant review with the right people Supported by Testing products Early and integrated testing Regular reviews throughout lifecycle Key techniques : MoSCoW and Timeboxing 14. Basics - Principle 5 Build incrementally from firm foundations Requires teams toStrive for early delivery of business benefit where possibleContinually confirm correct solution is being builtFormally re-assess priorities and ongoing project viability witheach delivered increment Supported by The lifecycleCreating a solid base of knowledge (Feasibility and Foundations)before developing incrementally (through Exploration andEngineering) 15. Basics - Principle 6 Develop iteratively Iterative development allows team to converge on accurate solution Nothing built perfectly 1st time Requires team to Do enough design up front (EDUF) to create strong foundations Build products using an iterative approach Build customer feedback into each iteration Accept that most detail emerges later rather than sooner Embrace change the right solution will not evolve without it Be creative, experiment, learn, evolve Change is inevitable, allow for it and harness its benefits Supported by Iteration and constant reviewEnsures the evolving solution aligns with what business really needs 16. Basics Principle 7Communicate continuously and clearly Requires team to Run daily stand-up sessions Use facilitated workshops Use Rich Communication modelling, prototyping Present iterations of evolving solution early and often Keep documentation lean & timely Manage stakeholder expectations throughout Encourage informal, face-to-face communication at all levels Supported byUser involvement and empowermentStand-up and Facilitated workshopsClearly defined roles and user involvementModels and prototypes to make early instances ofsolution visible 17. 17 Basics Principle 8Demonstrate control Requires team, especially Project Manager and Team Leader, to Use appropriate level of formality for tracking and reporting Make plans and progress visible to all Measured progress through delivery of products Manage proactively Continuously evaluate project viability based on business objectivesSupported by Key technique : Timeboxing Constant review Planning products Management Foundations and Timebox Plans 18. Agile Project Management Different style of management (compared to traditional)Enabling constant change during elaboration of the detailContinuously correcting courseMaintaining aim on target (delivering a usable solution on a fixed date) Monitoring progress in a different wayMeasured by delivery of products (not by activity)Sustaining the high rate of progress throughout Targeting and motivating empowered teams (Not directing them)Collaboration requires a no-blame cultureBuilding culture of team success/failure 19. Agile Management Style Tightly Managed TeamsSelf Directed Teams (Agile)Take directions Take initiativeSeek individual rewardFocus on team contributionsFocus on low-level objectives Concentrate on solutionsCompete Co-operateComply with processes,Continuously look for better regardless of outcome ways of workingReact to emergenciesTake steps to preventemergencies 20. 20 The Development Framework 21. 21 MoSCoW Prioritization Must Have Guaranteed Minimum Useable SubseT No more than 60% effort Should Have Expected Work arounds difficult/costly @ 20% effort Could HavePossiblyWork arounds easy/cheap @ 20% effort Wont have this time Maybe next time Out of Scope for this timeframe Requirements that cannot be de-scoped without causing the project to fail Requirements that can be de-scoped as a last resort to keep the project on track Requirements that can be de-scoped without causing significant problems 22. 22 Delivering the Business Case 23. Timeboxing2-4 (exceptionally 6) weeksInvestigationRefinement Consolidation 10-20% 60-80% 10-20%Created by the Team Timebox supported byMoSCoW for this TimeboxMilestone dates Daily stand-upse.g.. Planned Review sessions Communication and controlRoles and Responsibilities ReviewsDeliverables (with acceptance criteria) On-going acceptance and risk reductions 24. Timeboxing - IterationsAgree Timebox Sign-off whatScope and has beenMoSCoWdelivered. priorities 10-20% 60-80%10-20% Assess impact effort efforteffort of what has notInvestigation RefinementConsolidation been done InvestigateWork on theFinish off, ensuringdetail of workSolution in overall outputto be done line with agreed of Timebox isMoSCoW priorities fit for purpose 25. Timeboxing - IterationsFor each iteration (Investigate, Refine, Consolidate) within aTimebox Identify what has to be done in this iteration Agree informal Review the solution withplan for how this willBusiness Ambassador be achieved in this(and others?)iterationEvolve solution as appropriate with detailed input from BusinessAmbassador 26. Timeboxing - IterationsReview ReviewReviewInvestigation Review Refinement ReviewConsolidation Review Team share results Team share results Share final results of of their investigation withso far with Ambassador,Timebox with Ambassador, Ambassador, VisionaryVisionary (possibly) Visionary (probably), and (possibly) and Technical and Technical CoordinatorTechnical Coordinator Coordinator Agree and prioritise work Confirm deliverables are fit Team validate what they are to be completed by end offor their intended purpose intending to deliver byTimebox(i.e.. meet agreed end of Timeboxacceptance criteria) 27. Timeboxing Provides ControlDeploy Deploy Control is applied at the detail level this Development Timebox Delivering on time every time If this Timebox is on time, the Increment (and Project) are on time 28. Integration with ITIL 29. Fragen?