Agile Basics Slides PMIBC - Feb 2015

Constella)on
Speed
introduc)on

1

Please do not distribute this
materials without a verbal or
written consent from
SparkAgility.
Disclaimer
3

15years
Managing Partner
Enabling organizational agility and
enhancing team capabilities
salah@sparkagility.com 410.262.5550@selleithy
Agile Coach & Learning
Facilitator
Certified Trainer in
Training from the
Back of the Room
Masters in Info systems
and financial management
4

! To discover what makes agility an
essential ingredient not only to
survive but to thrive.
! Understand the agile mindset.
! Recognize the difference between
doing agile and being agile.
Learning Objectives
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•  As a participant:
–  I will do my best to be on time so that I don’t miss any portion of the
session
–  I will be present physically and mentally so that I can retain more of what
is covered
–  I will do my best to maintain my focus on learning and participate so that I
can get the most out of the session
–  I will respect all participants thoughts and opinions so that I can benefit
from others’ experience
Pledge of Learning
Uses that apply to different initiatives are: Ground Rules, Working
agreements, Training Alliance and Team Charter.
7

Learning Backlog
Warm up
activities for
the group
Speed introduction
Defining
Agility,
Traditional vs.
Agile approach
Explain the origins
of Agile & the Agile
manifesto (values
and principles)
Challenges to
enabling Agility
Stages of
Learning
Understand the
Agile Mindset
Developing soft
skills and
understanding
communication
barriers
Agile
methodologies
(frameworks)
and practices
Value-driven
Delivery
Tracking
Progress
Scrum in
brief
Self-organizing
teams (It’s not
what you think)
Collaboration
Techniques
Continuous
Improvement
Retrospectives
8

Defining Agility,
Traditional vs.
Agile
9

Agility is the ability to both create and
respond to change in order to profit
in a turbulent business environment.
- Jim Highsmith
10

is

Agility is the flexibility to navigate the constraints of your
project to get the most VALUE as quickly as possible.
- Ahmed Sidky
(aka Dr. Agile)
11

Discover
Deliver
Right
Arewesolving
the

Problem?
13

Arewebuilding
Solution?

Source:
VersionOne
7th
Annual
State
of
Agile
Development
Survey

Reasons for Agile Adoption
16

Source:
VersionOne
7th
Annual
State
of
Agile
Development
Survey

Benefits of being Agile
17

Source:
VersionOne
7th
Annual
State
of
Agile
Development
Survey

Leading causes of failed Agile projects
18

Gulf of Evaluation
IKIWISI (I’ll know it when I see it)
EXPERIENCE
21

Source: Standish Group CHAOS Manifesto 2013
Success Factors
1994 2011 2012 - 2013
1 User Involvement Executive management
support
2 Executive Management Support Executive management
support
User Involvement
3 Clear Statement of Requirements Clear business
objectives
Optimization
4 Proper Planning Emotional maturity Skilled resources
5 Realistic Expectations Optimization Project management
expertise
6 Smaller Project Milestones Agile process Agile Process
7 Competent Staff Project management
expertise
Clear Business
Objectives
8 Ownership Skilled resources Emotional Maturity
9 Clear Vision & Objectives Execution Execution
10 Hard-working, Focused staff Tools & Infrastructure Tools & Infrastructure
22

Domain
Experts /
Subject Matter
Experts
Users /
Customers
Governance
Business Stakeholders
Project Managers
IT
Credit: Dr. Ahmed Sidky
Analysts Developers Testers
“Pre-Agile” Organizational Structure
"  Coordinate work across
different groups.
"  Monitor progress and
identify risks.
"  Report project status to
sponsors and stakeholders.
"  Implement strategies to
avoid project failure.
23

Domain Experts /
Subject Matter
Experts
Users /
Customers
Governance
Business Stakeholders
Project Managers
IT
Analysts Developers Testers
“Pre-Agile” Project Team (The Matrix)
"  Coordinate work across
different groups.
"  Monitor team progress and
identify risks
"  Report project status to
sponsors and stakeholders.
"  Implement strategies to
avoid project failure.
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Meet the ‘Agile Project Team’
Stakeholders IT
The Value Team
Value Facilitator
[Product Owner -
SCRUM]
Domain Experts
The Delivery Team
Governance
Delivery Facilitator
[Scrum Master -
SCRUM]
Users/Customers
TestersDevelopersAnalysts
25

Facilitation is the art of leading people through
processes toward agreed-upon outcomes in a
manner that encourages participation,
ownership and creativity of all involved.
- The Grove Consultants International
Effective facilitation skills are critical to help the team
have effective and collaborative meetings.
Credit:
Dr.
Ahmed
Sidky

Team Facilitators
26

Origins of Agile
& the Agile
Manifesto
(values &
principles)
27

28
1930
Walter Shewhart,
a quality expert at
Bell Labs who
proposed
a series of short
“plan-do-study-
act” (PDSA)
cycles for quality
improvement.
Quality guru W.
Edwards
Deming began
vigorously
promoting PDSA.
Source: Larmen & Basili. Iterative and Incremental Development. A brief History
1960
NASA’s Project
Mercury applied
IID in Software
and ran with
very short half-
day iterations
that were time-
boxed.
Winston Royce,
wrote an article
called ‘Managing
the Development
of Large
Software
Systems’ on what
would become
known as the
waterfall model.
1970
1972
TRW applied IID in a
major project – the
$100 million TRW/
Army Site Defense
software project for
balistic missile
defense.
Barry Boehm, the
originator of the IID
spiral model in the
mid-1980s, was chief
scientist at TRW.
mid-1970
Light Airborne
Multipurpose
System, part of the
US Navy’s
helicopter-to-ship
weapon system used
IID. A four year 200-
person-year effort
involving millions of
lines of code, LAMPS
was incrementally
delivered in 45 time-
boxed iterations (one
month per iteration).
1976
Tom Gilb, published
Software metrics
coining the term, in
which he addressed
his IID practice-
evolutionary project
management-and
introduced the terms
“evolution” and
“evolutionary” to the
process lexicon.
1984
System Development
Corp. project build an
air defense system in
1977 and finished in
1980 using
incremental
development.
1985
Barry Boehm,
published “A Spiral
Model of Software
Development and
Enhancement”.
1986
Fredrick Brooks,
a prominent
software
engineering
thought leader
published the
classic, “No Silver
Bullet” extolling
the advantages of
IID.
1990s
Ken Schwaber and
Jeff Sutherland,
started applying what
would become known
as the Scrum method.
The method took
inspiration from a
Japanese IID
approach used for
non-software products
at Honda, Canon, and
Fujitsu in the 1980s ;
from Sashimi (“slices”
or iterations) and from
a version of Scrum
described in 1986.
2001
In February 2001, a group
of 17 process experts-
representing DSDM, XP,
Scrum, FDD and others-
interested in promoting
modern, simple IID
methods and principles
met in Utah to discuss
common ground. From this
meeting came the Agile
Alliance and the now
popular catch phrase “agile
methods”, all of which
apply IID
1996
Kent Beck joined
Chrysler C3 payroll
project. It was in this
context that the full set
of XP practices
matured, with some
collaboration by Ron
Jefferies and
inspiration from earlier
1980s work with Ward
Cunningham.
2010
Alistair Cockburn
wrote, The Oath of
non allegiance, I
promise not to
exclude from
consideration any
idea based on its
source, but to
consider ideas
across schools
and heritages in
order to find the
ones that best suit
the current
situation.
Beyond Agile

Source: Dr. Winston W. Royce
“I believe in this concept,
but the implementation
described above is risky
and invites failure.”
29

Source:
Managing
the
development
of
large
SoIware
System,
Dr.
Winston
W.
Royce

hNp://www.cs.umd.edu/class/spring2003/cmsc838p/Process/waterfall.pdf

“Hopefully, the iterative
interaction between the
various phases is confined
to successive steps.”
30

Individuals and interactions
Working software
Customer collaboration
Responding to change
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
We are uncovering better ways of developing software by doing it and helping others do
it. Through this work we have come to value:
Agile Manifesto
That is, while there is value in the items on the right, we value the items on the left more.

Timebox: 2 minutes
Individuals
and
interactions
Process and
tools
Responding
to Change
Following a plan
Working
software
Comprehensive
documentation
Customer
collaboration
Contract
negotiation
Exercise: Where do you fall?
32

Agile Principles
33
Source: agilemanifesto.org
1. Our highest priority
is to satisfy the
customer through early
and continuous
delivery of valuable
software.
5. Build projects
around motivated
individuals. Give them
the environment and
support they need,
and trust them to get
the job done.
2. Welcome changing
requirements, even late
in development. Agile
processes harness
change for the
customer’s competitive
advantage.
6. The most efficient and
effective method of
conveying information to
and within a
development team is
face-to-face
conversation.
3. Deliver working
software frequently,
from a couple of weeks
to a couple of months,
with a preference to
the shorter timescale.
4. Business people and
developers work
together throughout
the project.

Agile Principles
34
Source: agilemanifesto.org
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.
9. Continuous
attention to technical
excellence and good
design enhances agility.
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.

Declaration of Interdependence (DOI)
Source: pmdoi.org
35
We are a community of project leaders that are highly successful at delivering results.
To achieve these results:
We increase return on
investment by making
continuous flow of
value our focus.
We deliver reliable
results by engaging
customers in frequent
interactions and
shared ownership.
We expect uncertainty
and manage for it
through iterations,
anticipation, and
adaptation.
We unleash creativity
and innovation by
recognizing that
individuals are the
ultimate source of value,
and creating an
environment where they
can make a difference.
We boost performance
through group
accountability for results
and share responsibility
for team effectiveness.
We improve
effectiveness and
reliability through
situationally specific
strategies, processes
and practices.
35

36

Challenges to
enabling
Agility
36

Why
Agile?
(Purpose)
Learning
Agile
(Being)
Practicing
Agile
(Doing)
Credit: Based loosely on Jim Highsmith. Adaptive leadership: Accelerating Enterprise Agility.
Inability to see the “Big Picture”
Focusing on one while neglecting the others may lead to subpar results.
39

Define desired outcomes
(What are we trying to accomplish? And how
do we know when we are there?)
Measure results
(Collect data at regular intervals and make it
transparent and visible)
Adjust the process
(Based on data and feedback from
teams)
Unwillingness to adjust the process
40

Underestimating the magnitude of change
Guide
(Teach, Facilitate,
Mentor, Coach)
Example
(Frameworks/
Practices)
Relationships
(Structure / Incentives)
Establishing a
framework based
on the company’s
context with a set of
practices that align
with the company
environment.
Evaluating current
structure and
incentives to
support the desired
outcomes.
Understanding
the situational
leadership.
Leadership Process
People
41

Stages of
Learning
(Shu Ha Ri)
42

SHU
Follow the
Rule
“Obey”
Shu Ha Ri
HA
Break the
Rule
“Detach”
RI
Be the Rule
“Separate”
Credit:
Alistair
Cockburn

43

Stages of Learning
SHU (Follow the Rule “Obey”)
• Follow the rules
exactly without
modifications.
• May not
necessarily
understand the
intent behind the
rules.
44

Stages of Learning
HA (Break the Rule “Detach”)
• Know more
techniques and
can shift between
them.
• Have some
understanding of
the intent behind
the rules.
45

Stages of Learning
RI (Be the Rule “Separate”)
• Know the
techniques and
apply them
unconsciously.
• Understand the
intent behind the
rules and what
impact if modified
or eliminated.
46

Understanding
the Agile
Mindset
47

Characteristic Fixed Growth
Avoid Failure ☐
☐

Continuous Learning ☐
☐

Exert effort to learn ☐
☐

Embrace challenges ☐
☐

Ask for feedback ☐
☐

Criticism is personal ☐
☐

Look smart ☐
☐

Stick to what I know ☐
☐

Not afraid to fail ☐
☐

Criticism is about capabilities ☐
☐

Failure means lack of talent ☐
☐

Ability
Growth vs. Fixed Mindset
48

Characteristic Fixed Growth
Avoid Failure #
☐

Continuous Learning ☐
#

Exert effort to learn ☐
#

Embrace challenges ☐
#

Ask for feedback ☐
#

Criticism is personal #
☐

Look smart #
☐

Stick to what I know #
☐

Not afraid to fail ☐
#

Criticism is about capabilities ☐
#

Failure means lack of talent #
☐

Ability
Inherent and static Can grow
Growth vs. Fixed Mindset
49

“Are you sure you can do this,
maybe I don’t have the talent.”
“What if I fail – I’ll be a failure.”
“If I don’t try, I can protect myself
and keep my dignity.”
“This would have been a snap if I
really had talent.”
“It’s not my fault. It was something
or someone else’s fault.”
“I’m not sure I can do it now but I think I
can learn to with time and effort.”
“Most successful people had failures along
the way.”
“If I don’t try, I automatically fail. Where’s
the dignity in that?”
“That is so wrong. Basketball wasn’t easy
for Michael Jordan and science wasn’t
easy for Thomas Edison. They had a
passion and put in tons of effort.”
“If you don’t take responsibility, you can’t
fix it. My advise is to listen – however
painful it is – and learn whatever you
can.”
How can we PROMOTE?
Exercise: What’s driving this behavior?
Timebox: 3 minutes
How can we CHANGE?
50

A mindset is an established
set of habits and
attitudes about how we
accomplish work.
Agile is a MINDSET
52

Established through
4 VALUES
Guided by
12 PRINCIPLES
SCRUM
Daily meetings
Kanban Board
Definition of Done
Three Questions
Iterations
Story Mapping
Retrospectives
User Stories
Burndown chart
Backlog
Unit tests
Acceptance tests
Definition of Ready
Being Agile
Doing Agile
MINDSET
Practices
and
Techniques
Values and
Principles
The How?
The What?
eXtreme
Programming
Your Agile
Process
The BIG Picture
Manifested through many different
PRACTICES
53

Source:
Agile
Alliance,hNp://guide.agilealliance.org/subway.html

54

Developing Soft
Skills and
Understanding
Communication
Barriers
55

Source: Daniel Goleman
Self
Awareness
Self
Management
Social
Awareness
Relationship
Management
EmotionalIntelligence
SocialIntelligence
Emotional
awareness
Accurate self-assessment
Self-confidence
Self-Control
Trustworthiness
Ownership
Adaptability
Innovation
Understanding others
Developing others
Service Orientation
Leveraging
diversity
Political awareness
Influence
Communication
Leadership
Conflict management
Change catalyst Building bonds
Collaboration Team abilities
Emotional Intelligence (EQ)
57

! Identify the top 5 soft skills
that are most important to
the success of your team
! Prioritize them from most
important to least important
! Define 2 action items to
improve the identified skills
Exercise: Soft Skills
Timebox: 3 minutes 58

Responsibility
Source: Peter Bregman. https://www.youtube.com/watch?v=CuPfbTAVBP4#t=15
OwnershipCommitment
Trust
Morale
Community
Attitude
Courage
Soft Skills
Servant Leadership
Collaboration
59

Exercise: Communication Barriers
! Identify a list of
the most
common
communication
barriers
! With your table
group, prioritize
the list from high
to low

The Art of Listening
Level 1:
Ignoring
(Not really
listening at all)
Level 2:
Pretending
(Yeah, uh-
huh, right)
Level 3:
Selective
Listening
(Hearing only
parts)
Level 4:
Attentive
Listening
(Focusing
and paying
attention to
the words)
Source: The 7 habits of highly effective people by Stephen Covey
Level 5:
Empathic
Listening
(Understand
the other
person’s
paradigm and
how they feel)
61

We evaluate:
we agree or
disagree
We probe:
ask questions
from our own
frame of
reference
We advise:
give counsel
based on our
experience
We interpret:
try to figure people
out, explain their
motives, based on
our own paradigm
Barriers to Listening
Source: The 7 habits of highly effective people by Stephen Covey
62

Effective Communication
Credit: Dr. Alistair Cockburn
63

Agile
methodologies
(frameworks)
and practices
64

Source:
Guide
to
Agile
PracSces.
Agile
Alliance,hNp://guide.agilealliance.org/subway.html

Frameworks and Practices
65

•  Project charter
•  Team charter
•  Backlog
•  User Stories
•  Definition of Ready
•  Story Mapping
•  Kanban Board
•  Daily Stand-ups
•  Three questions
•  Definition of Done
•  Facilitation
•  Timebox
•  Iterations
Exercise: Define your Practices
Agile Practices (Non-Technical) Your Practices
66

67

Value-driven
Delivery
67

Need Work Delivery
Plan-driven Delivery
The goal is to Finish (“Meet the Plan”).
68

Need

Work
Need

Work
Need

Work
Need

Work
The goal is to Learn (“Deliver Value”).
Value-driven Delivery
69

Plan-driven Delivery vs. Value-driven Delivery
Value
Time
Plan-driven delivery
Value-driven delivery
Time is up
There is value that
can be delivered to
the customer.
There is no value to
be delivered to the
customer.
72

When can
we deliver
the product?
Building a bit at a time “Incrementing”
We build to finish
Build a rough version, validates it, bit at a time “Iterating”
We build to learn
Throughout
Where do
we deliver
value
faster?
Where does
the
maximum
value
happen?
Source: Jeff Patton
Here
Incremental vs. Iterative
Where does the maximum learning happen?
73

Slicing value
Vision
Desired
Outcomes
Product Backlog
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
has to satisfy
who has
pay
Goals and Needs
User Story 1
Iteration Backlog
User Story 4 User Story 5 User Story 6
User Story 3User Story 2
to buyrealized by
broken into
74

All we doing is looking at
the time line, from the
moment the customer
gives us an order to
the point when we
collect the cash. And
we are reducing the
time line by reducing
the non-value adding
wastes. –Taiichi Ohno. Father of TPS
Receiving Value
Idea
Usage
75

Waste
In Manufacturing In Knowledge work
In-Process Inventory Partially Done Work
Extra Processing Extra Processes
Overproduction Extra Features
Transportation Handoffs
Waiting Delays
Motion Task Switching
Defects Defects (Errors)
Source: 7 wastes in software. Mary and Tom Poppendieck
76

M
Prioritizing Value
S
C
W
BusinessValue
High
Low
To Do Doing Done
77

M
Minimally Marketable Features (MMF)
S
C
W
BusinessValue
High
Low
To Do Doing Done
Minimally Marketable Features (MMF)
MUST HAVE
Bells and whistles
NICE TO HAVE
78

•  Pair up and share a few
facts that you have
learned about agile so
far
•  Take notes to share
what you discussed with
another team member
who is not here today
Exercise: Quick Review

# How are we doing?
(Project, team and
process health)
# What’s preventing us
from making progress?
# What’s our planned vs.
estimated pace?
Agile Metrics
81

What
happened
here?

Burndown Chart
82

Burn Up Chart
What
happened
here?

83

Agility Enablers
• Assess agility enablers
• Provides indicators on how the organization are
following their own practices
Source:
ReadyforAgile

100
80
60
40
20
0

86

Image Credit: Mike Cohn. Mountain Goat Software
88

Scrum Framework
•  3 roles
–  Product Owner
–  Scrum Master
–  The Team
•  4 Ceremonies
–  Sprint Planning
–  Sprint Review
–  Sprint Retrospective
–  Daily scrum meeting
•  3 Artifacts:
–  Product backlog
–  Sprint backlog
–  Burndown charts
89

Self-
organizing
teams
(It’s now what
you think)
90

Agile Principles
# Agile Principle #5: Build
projects around motivated
individuals. Give them the
environment and support they
need, and trust them to get the
job done.
# Agile Principle #11: The
best architecture,
requirements, and designs
emerge from self-organizing
teams.
Source: agilemanifesto.org/principles.html
91

Daniel Pink in his book ‘Drive: the
surprising truth about what
motivates us’ explains that we
are motivated by 3 simple
things:
–  Autonomy (wanting to direct our
own lives)
–  Mastery (wanting to be good at
something)
–  Purpose (wanting to make a
difference)
What motivates us?
Source: youtube.com/watch?v=u6XAPnuFjJc
92

Self-organizing teams
Creating a self-organizing
team entails:
# Getting the right people
# Articulating the product
vision, boundaries and
team roles
# Encouraging collaboration
# Insisting on accountability
# Fostering self-discipline
# Steering rather than
control
Source: Jim Highsmith
93

Roles
Generalist Specialist Generalizing Specialist
Pro: Has one or more
technical specialties
(Java, Project
Management, Business
analysis)
Con: Lack of
knowledge in a specific
area may create an
impediment
Pro: Has a deep
knowledge in one
domain area
Con: True specialists
may create bottlenecks
by focusing too much
on their area and
missing the bigger
picture
Pro: has a dispersed
knowledge over a wide
array of areas
Con: May not be able
to help the team in a
specific area
Where does Agile teams fall?
94

# Think of how you
would use agile in
your current role
# Pair up with
someone and
discuss
How would Agile benefit you?

Collaboration
Techniques
Alone we can do so little; together we can do so much.
– Helen Keller
96

Collaborate: to work
together especially in some
literacy, artistic or scientific
undertaking [1]; to work
jointly with others or
together especially in an
intellectual endeavor. [2]
[1] Webster’s New World Dictionary of the American Language
[2] Merriam Webster Online Dictionary
Collaboration
Source: Jean Tabaka. Collaboration Explained
97

Source: Christopher Avery. The Responsibility Process
Owning your ability
and power to create,
choose and attract
Doing what you have
to instead of what you
want to
Laying blame onto
oneself (often felt as
guilt)
Using excuses for
things being the way
they are
Holding others at
fault for causing
something
Giving up to avoid
the pain of Shame
and Obligation
Giving up to avoid
the pain of Shame
and Obligation
99

# Pick a number between
10 and 20
# Come up with <X>
characteristics of a high
performing team
Exercise: Characteristics of High Performing Teams

# What are the most
important values to us
as individuals and as a
team?
# What do we need to do
to succeed as a team?
# How do we want to
resolve conflicts?
# How do we create a
safe space for
everyone?
Working Agreement
101

1.  Why would people show up
to the meeting? (Purpose)
2.  How will we run our
meeting? (Process)
3.  What are the desired
outcomes of the meeting?
(Outcomes)
4.  What are the action items
and who own them?
(Action items)
5.  When do we reconvene for
follow up? (Follow
through)
Structured Meetings
102

! If you were on a team,
what would the
working agreement
look like?
! Write it down on the
flip chart
Exercise: What’s your team working agreement?

Continuous
Improvement
The illiterate of the 21st century will not be those who cannot read and write, but
those who cannot learn, unlearn and relearn.
–Alvin Toffler
104

Recognize an
opportunity and
plan a change
Plan-Do-Check-Act
Test the change.
Carry out a small
scale study
The Deming Cycle
Source: ASQ.org
Take action based on
what you’ve learned
in the study
Review the test,
analyze the results
and identify what
you’ve learned
105

Agile Principle # 12: At regular intervals, the team
reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
Image credit: growingagile.co.za
Inspect
and
Adapt
106

Adapting over Conforming
! Delivering great products
requires exploration, not
tracking against a plan.
! Have the courage to explore
into the unknown and the
humility to recognize mistakes
and adapt to the situation.
Source: Jim Highsmith
107

When:
At regular
intervals
(Usually at the
end of each
sprint)
Retrospectives
Who:
The team
Why:
Reflect on how to
become more effective,
then tune and adjusts
its behavior
accordingly
Regardless of what we discover, we understand and truly believe that
everyone did the best job they could, given what they knew at the
time, their skills and abilities, the resources available, and the
situation at hand.
- Retrospective Prime Directive. Norm Kerth
109

Conducting a Retro
•  Establish purpose/focus of the retrospective.
•  Share the plan for the meeting.Set the Stage
•  Create a shared pool of data (based on the focus/purpose).
•  Ground the retrospective in facts, not opinions.Gather Data
•  Observe patterns.
•  Build shared awareness.Generate Insights
•  Move from discussion to ACTION.
•  Focus on what the team can accomplish not what’s important (1-2
actions)
Decide What to Do
•  Reiterate actions and follow up.
•  Appreciate contributions.
Close the
Retrospective
Source: Esther Derby
110

Team members identify
specific things that the
team should:
-  Start doing
-  Stop doing
-  Continue doing
Another variation may
add:
-  Do more of
-  Do less of
Retrospective Techniques
111

A Good Retrospective
•  Discuss any personal, team or
process issues openly.
•  Discuss what worked and what
needs to change.
•  Agree on top action items to be
addressed and fixed.
•  Review these action items at the
beginning of the next
retrospective.
•  Change it up (Innovation
games).
•  Add the “Appreciation” game
every now and then.
112

Where to go from here?
•  Assess where your team
stand.
•  Train the team.
•  Identify projects that fit the
Agile profile
•  Raise awareness through
lunch and learn sessions.
•  Form a group of like-
minded practitioners or join
a meet-up in your area.
•  Find a mentor or a coach to
help
113

Roadmap
114

Explore
knowledge
&
competency
based
cer)ﬁca)ons

Claim code: PMIBC0214
ICAgile Roadmap Learning Objectives
115

“The important
thing is not to stop
questioning.
Curiosity has its
own reason for
existing.”
Albert
Einstein

118

References and Resources
•  The International Consortium of Agile (ICAgile). www.icagile.com
•  Iterative and Incremental Development: A brief history. Carmen &
Basil.
•  Managing the Development of Large Software Systems. Dr. Winston
Royce.
•  Agile Manifesto. www.agilemanifesto.org
•  Project Management Declaration of Interdependence. pmdoi.org
•  Adaptive Leadership: Accelerating Enterprise Agility. Jim Highsmith
•  ShuHaRi. Alistair Cockburn
•  Mindset: The New Psychology of Success. Dr. Carol Dweck.
•  The Agile Mindset. Dr. Ahmed Sidky
•  Guide to Agile Practices. Agile Alliance.
•  Peter Bregman.
•  Scrum Image Credit: Mountain Goat Software. Mike Cohn.
119

References and Resources

•  Emotional Intelligence. Daniel Goleman.
•  Effective Communication. Dr. Alistair Cockburn.
•  Agile Product Design. Jeff Patton
•  7 Wastes in Software Development. Mary and Tom Poppendieck.
•  The 7 Habits of Highly Effective People. Dr. Stephen Covey.
•  ReadyforAgile Assessment. readyforagile.com
•  Drive: The Surprising Truth About What Motivates Us. Daniel Pink.
•  Collaboration Explained. Jean Tabaka.
•  The Responsibility Process. Dr. Christopher Avery.
•  Plan-Do-Check-Act Image Credit: Asq.org.
•  Inspect & Adapt Image Credit: growingagile.ca.za.
•  Agile Project Management. Jim Highsmith.
•  Retrospectives: Making Good Teams Great. Esther Derby and Diana
Larsen.
•  agileweekends.com
120

Agile Basics Slides PMIBC - Feb 2015

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