Introduction to Agile

• Introduction to Agile

Definable vs High-Uncertainty Work

• Project work exists on a spectrum from highly definable to very uncertain.
• Definable projects use clear procedures and have been successful before, like producing cars or appliances after the design stage.

The Agile Manifesto and Mindset

• Thought leaders formalized the agile movement in 2001 with the Manifesto for Agile Software Development.
• Agile values individuals and interactions over processes and tools
• Agile values working software over comprehensive documentation
• Agile values customer collaboration over contract negotiation
• Agile values responding to change over following a plan
• Agile values the items on the left more than those on the right
• Twelve principles clarify Agile values.
• The highest priority is customer satisfaction through early and continuous delivery of valuable software.
• Agile processes harness change for the customer's competitive advantage.
• Working software delivered frequently, with preference to a shorter timescale.
• Business people and developers collaborate daily.
• Build projects around motivated individuals and trust them to get the job done.
• Face-to-face conversation is the most effective way to convey information within the development team.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development and maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity to maximize the amount of work not done is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• Teams regularly reflect on how to become more effective, and adjust accordingly.
• Agile principles originated in software but have spread to other industries
• Agile is a mindset with values, principles, and practices

Lean and the Kanban Method

• One way to implement Agile is through direction from a relationship between Lean, the Agile Manifesto, and the Kanban method.
• Lean and Kanban both value respect for people, minimizing waste, transparency, and continuous improvement.
• Lean and Kanban can be hard to implement because they should be rooted in Agile's origins.

Uncertainty, Risk, and Life Cycle Selection

• Project uncertainty ranges, impacting factors like cost and technology.
• Teams select project life cycles based on factors.
• To mitigate project uncertainty, teams set deliverable scopes.
• Teams can deliver value sooner by managing degree of change and variation well.
• Risk can be addressed by understanding project uncertainty and complexity.
• Teams manage clear requirements and technical challenges.
• Agile approaches work well for projects with new tools and techniques
• Agile is well suited to research and development programs, where a flexible team continually tests, revises, and centers themselves on how to adapt to new changes

Project Life Cycle

• Projects come in many shapes, varying in how they are undertaken.
• Incremental Life Cycle: Deliverables the customer can use immediately

Project Lip Cycle Characteristics

• To select an approach, project teams need an awareness of the characteristcs.
• Approach: Predictive has fixed requirements, Agile has dynamic ones
• Activities: Predictive has performed once for an entire project, Agile repeats until correct
• Delivery: Predictive has Single Delivery, Agile has frequent small ones
• Goal: Predictive manages cost, Agile delivers customer value via frequent deliveries and feedback

Lean and Agile Metrics

• Key components to remember for life cycles is that each shares the element of planning, not just Agile.
• Requirements are identified in as much detail as possible with the project team estimating deliverables.
• Predictive projects do not typically deliver business value until the end of the project.

Iterative Life Cycle

• Benefit Iterative Fe cycles when wn is high.

Incremental Life Cycle

• In an incremental life cycle, product Completeness and delivery are subjective, they may need feedback from a prototype
• Agile teams deliver business value often, broadens features, and range of consumers

Agile MFE Cycles Characteristics

• Teams effects project requirements, they give feedback, and its very integrated

Agile Project Suitability Filtering

• Factors to consider include team size, skills, and the project itself.
• Use agile in projects requiring adaptability, creativity, and customer collaboration.

Hybrid MFE Cycles

• Combines the agile and predictive approaches

Agile Mixes Approaches

• Hybrid approach blends a coordinated use of the Scrum framework, the Kanban Method, and elements of eXtreme Programming (XP) method.

Project Factors That Influence Tailorims

• Sometimes project attributes require tailoring an approach for a be better fit, project and scaling factors

The Agile Environment

• Managing a project using the agile approach requires that the project team adopt an agile mindset, how to help the project team adapt the Agile mindset
• How can the project team act in an agile manner?
• What can the team deliver quickly and obtain early feedback to benefit the next delivery cycle?

Servant Leadership Empowers Thg Team

• Agile emphasizes servant leadership as a way to empower teams.
• Key factors: the team creates goals, on the same page, work can have all aspects

Servant Leader Action

• Successful Agile teams embrace a growth mindset, there can always new skills to acquire
• Agile helps improve in leaders that are devloping

The Role Of The Project Mmanager

• W project is xmL project many, Agile is very project oriented

The Servafit Leadership

• Helps with high change projects, is a high complexity and is easy to change

Agile Team Composition

• A core component is of CluaA and intermtlons. key factors: feeded on team builds, work provided and finished as a whole

Task Teamwork

• Most productivity will come from a combination of Agile frameworks

Agile Teams

• Agile teams rage with all the Agile factors, team will vary,
• Agile teams are made to generate functional increments frequently, they provide great products, provide skills, and complete work and can deliver

Agility Roles

• key roles: cross team, product owner, facilitator

Agile Teams Have

• are all about all of the team members with all of the skills necessary to produce a working product

Product Owner

• in the roles include direction to where its going with the best for a product's value

Team Facilitator

• A team that needs all of the leadership skills by coaching, and empowerment

Shape Team Types

• a project with more people will find the product with increased knowledge, it is the goal to have a good, versatile and talented team
• People that are knowledgable will be skilled and ready to meet with agility

Generalizing the Specialist

• there great team working ability, they may want and have any number of ideas for team work

Team Structures

• teams have strong and well developed members, a large team is created and are connected and involved

Meeting

• Met hens helps the program with a great amount of time

Proving Efficiency

• In one large, There is large productivity and high task, the is a great team and strong community

The Commom Goal

• People are more likely to take the lead

Agile Workskpace

• All have a mindset to get along and get more business

Team Workspace

• Creates many locations with people set with working mindsets, in the environment, and start a very day

The Overcoming Silos

• Best place to help others, and know what can help you with great results, help with better projects that the teams try

Agile Delivry

• Helps with all the aspects and requirements in an Agile approach

Charter the Agile Approach

• W helps you with project rnaltem

Setting Goals

• Key part of an Agile to get the team ready for long term projects

Common Practises

• key component is communication, and working in different parts of the company

Commom Agile Practises

• A 6ILE APPROACH

Retros

• Helps Team in the aspect of work
• Many iterations are from Team and the Team is good and the team is is is high

Commom Team

Helps you make adjustments for Team

High and Low

• The goal is to make people work together

Planning for success

• The beddog must be in the line and in set ways

Preparing Success

• Is what the team helps to organize

Prep Team

• Team plans for great success

Plan For

• When one helps another there is great potential

Many Types

• When in the mist of it they become high

Agile Success

• Has many points and great rewards

Agile Delivery

Is the base line

Daily standups are

A great place for teams to be

They Comminicate

• When team the high part is coming together and helping one another

Agile Success

• Is always needed in a great work ethic

When The Agicle is There

• They learn where to add points

That are is For the team and Agile

• They all need to meet

How Iterations and Increments Help Delivery

• Is always set for greatness, the are in need of greatness, high power and great speed

Commom A6ile PractISES

A 6ILE way is what the project has

In order

• Teams do will to get more of whats out

Plan Of ATtack

• With greatness greatness follows by many aspects of being and getting what you want with greta and amazing speed, with no one stopping what must be coming

6.6AGILE AND THE PROJECT MANAGEMGMT OFFICE (PMO

• The project is all but greatness , how to make the team know this as well, there are many different directions, but in greatness it helps them become stronger

Help Apm Projexts

• there has all to be a large number of help for a project and there has to be greatness and more things can be

Help all aspects is the key

• for the members, and they can grow

great help there

• Is a great way to help reach more for this and the key members are very kind

Help is always ready

All must understand this

6.3API AMLE PMO IS MULT1DISCIPMkAltY

• Has to have great power and a lot of aspects to become what it wants

62.3 API AMLE PROMO GREAT S

The high value must be the same and work must work

6.7 0REANISINAL STRUCTURE

• There has to be great ways to make it grow and help it see where more it needs to do and be, great for success and knowledge

Success

• With these methods they must be, and will become what they need

6.8 EVOLVING THE ORGANIZATION

• They must and will come together for project, to find greatness by a long road for a high success outcome This all must happen with support of others
• It should be long for team growth