Agile Development Methodology: Best Practices and Use Cases

Taking Agile Development from Good to Great at Your Company: Learn about Agile Development Methodologies, Best Practices, and Customer Use Cases

1. AGILE DEVELOPMENT:
From Good to Great
WELCOME TO CELERITY’S LUNCH EVENT
#AgileNow

2. 2
AGILE DEFINED
AGILE AT THE TIPPING POINT
BEST PRACTICES
WHY AGILE FAILS
CUSTOMER USE CASES
Q & A
AGENDA

3. 3
QUICK IN MOVEMENT; NIMBLE, MENTALLY QUICK OR ACUTE
Scrum
AGILE
METHODOLOGIES
Agile is an “umbrella” term.
The following methodologies are considered to be “Agile”:
Kanban Lean
Extreme Programming
(XP)
There are more!

4. 4
DEVELOPMENT
APPROACHES
ANALYZE
DESIGN
BUILD
TEST
DEPLOY
VS.
AGILE
Value is achieved faster as
releases arrive to the customer
more frequently
Development follows a
continuous improvement cycle,
exposing flaws faster and
reducing waste
Advantages:
•Shorter development cycles
•Wider market windows
•Early customer feedback
•Continuous improvement
PROCESS
TEST
RELEASE
DESIGN
BUILD
CONFIGURE
WATERFALL

5. 5
AGILE
MANIFESTO
Established in 2001 by a group of 17 software developers (organizational
anarchists) from various disciplines, the Agile manifesto is the foundation
of all Agile methodologies.
‣Individuals and Interactions over Processes and Tools
‣Working Software over Comprehensive Documentation
‣Customer Collaboration over Contract Negotiation
‣Responding to Change over Following a Plan

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SINCE 2001,
AGILE ADOPTION HAS SOARED FROM 1% TO 88% OF
SOFTWARE DEVELOPERS USING THE METHODOLOGY.*
WHY?

7. 7
AGILE’S RAPID
RISE
Cultures are flat, empowered and
more collaborative
EMPOWERED TEAMS
End users have greater control over
the product experience when part of
an Agile process
USER CENTERED
Agile delivers value 37% faster
than traditional waterfall projects
DIGITAL ACCELERATION

8. 8
AGILE BENEFITS
Employee Engagement
Productivity
Project Success
Improved Development Cost
Speed To Market
IT & Business Alignment
Project Visibility
Stakeholder Satisfaction
Quality
Decreased Defects
Value Delivered Through Features
+10% +37% +63%
+16% +39% +70%
+28% +42%
+568%
+32% +47%

9. 9
THE PERFECT
STORM
‣Business and IT aren’t communicating well
‣Frenetic speed of digital: business moving faster than IT
‣Corporate politics override project prioritization
‣Backlogs are too big
‣Customer demands are not being met
Trouble in Corporate Paradise

10. 10
WHAT’S THE
RIGHT BALANCE?
COST SPEED
QUALITY
Speed
As technology speeds ahead -IT, Marketing, and
Product teams needs seamless development execution
to drive new products to market, faster.
Quality
IT spending is on the rise, but talent and Agile
development expertise is harder to find and maintain.
Cost
The need to drive down costs on outsourced development
projects remains a top priority.

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WHY AGILE
FAILS:
Doubt, Dabbling &
Disillusionment
Lack of Executive Buy-In and Belief
Only 2% of developers think executives clearly understand Agile
Difficulty + Culture Shock
64% of companies say switching to Agile was harder than they expected
Inadequate Training and Resources
22% of Agile teams operate without a product owner, putting the project at major risk
Infrastructure Limitations
Limitations around technology, build environments, automated testing, infrastructure

12. 12
Organize small, dedicated teams
focused on 1-2 projects
PRODUCT OWNER
Make sure you have a dedicated
Product Owner
Create a common vision and charter
for shared expectations
COMMON VISION
PLANNING FOR
AGILE SUCCESS
START SMALL
BEST PRACTICES
Forget command & control,
empower teams to collaborate
and self-organize
EMPOWERED TEAM TRANSPARENCY
Be transparent in your process—you’ll
likely start on red and move to green.
Build out a product backlog for
the first 3-4 weeks
PRODUCT BACKLOG
2 31
4 5 6

13. CLIENT USE CASES
13#AgileNow

14. 14
TOP 10
NATIONAL
BANK/CREDIT
CARD
PROBLEM
Mature Agile financial services organization needed capacity for 6-24 months.
SOLUTION
‣Provide Agile Pod teams using value-based pricing.
‣Work within clients’ Agile framework (directly with Product Owners) to groom and
prioritize backlog.
‣Deliver 5-6 Scrum Teams annually (35+)
BENEFIT
‣Achieve high productivity in short periods of time.
‣Flexibility to rapidly expand and get new products to market faster

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MAJOR ENERGY
PROVIDER
PROBLEM
Sales personnel not able to use complex back-end systems.
SOLUTION
‣Deployed Scrum team to manage, run, and develop an integrated solution.
‣Developed and managed evolving product backlog based off stakeholder feedback.
BENEFIT
‣Successfully deployed a mobile friendly, externally available web application on time
and below budget.
‣Coached the organization on Agile best practices.

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GLOBAL
INSURANCE
COMPANY
PROBLEM
Needed additional capacity for rapidly growing product backlog (Scrum).
SOLUTION
‣Deployed Scrum team to provide additional velocity.
‣Independently managed Product Backlog while soliciting needs of stakeholders.
BENEFIT
‣Refactored a major feature of the system to ensure application’s future scalability.
‣Trained and coached the client on Agile scaling philosophies.

17. 17
NATIONAL
PETROLEUM
ASSOCIATION
PROBLEM
Lack of Agile expertise in-house
SOLUTION
‣Deployed 2 full Scrum teams to run development projects from multiple locations
‣Developed and prioritized a product backlog based on client interviews
BENEFIT
‣Delivered major code release for customer applications over eight 3-week sprints
‣Trained and coached the client during the process on Agile best practices

18. 18
LARGEST
U.S. NEWS
PUBLISHER
PROBLEM
Needed to meet a critical deadline but lacked the necessary Product Development
bandwidth
SOLUTION
‣Digital Product Design team embedded with the client’s Product Owner
‣User-centered design process to ensure quality
BENEFIT
Concepted, designed and developed complex web-based membership service in
just 5 months

19. 19
GLOBAL MEDIA
NONPROFIT
PROBLEM
Didn’t have the capacity needed to execute overflowing backlogs
SOLUTION
Enterprise Scrum Team supports 7 overlapping digital products/services
BENEFIT
‣Transparency of progress with client through demos and standup meetings
‣Average of 8 production deployments per mo. (vs. an average of 2 from other
teams)
‣Cost determined by value provided

20. 20
QUESTIONS?
#AgileNow

21. 21
AGILE eBOOK
WANT TO LEARN MORE?
AGILE BUYER’S GUIDEAGILE DICTIONARY
AGILE ASSESSMENT
AGILE BLOGSITE

22. 22
ABOUT CELERITY

23. 23
Founded
in2002and
headquartered
in McLean, VA
Privatelyowned
and operatedby
entrepreneurs
$84M
Revenue
in 2014
500+
Employees
9offices
in the
United States
Average 30%
year-over-year
organic growth
OUR STORY

24. 24
WE’RE A BUSINESS
ACCELERATION
CONSULTANCY
Digital
Experience
Enterprise
Technology
Business
Transformation
Enterprise Technology
Integrate and build complex applications using
Agile methodologies
Business Transformation
Achieve organizational efficiency with solid business
processes, IT security, and project management practices
Digital Experience
Create engaging online experiences that extend the
reach of your customers

25. HOW ARE WE
DIFFERENT?
25
From idea to implementation, Celerity works across the entire
digital value stream to speed up execution and delivery

26. 26
APPENDIX

27. 27
A NEW FOCUS
ON QUALITY
OUTSOURCED ONSHORE
DEVELOPMENT
(scale/cost savings)
AGILE METHODS
(speed/quality)
Added layer of governance, reporting, and process controls
“Culture of Excellence”
social integration

28. 28
BENEFITS OF
AN ONSHORE
AGILE MODEL
FLEXIBLE DEVELOPMENT CAPACITY
Plug our team into your Product Development Lifecycle
GET MORE, FASTER
We’ll get your strategic products to market faster, better
BE CLOSER TO YOUR DEVELOPMENT TEAM
Centrally-located development centers or on-site teams
GUARANTEED DELIVERY
Shared delivery risk and guaranteed quality with a proven
governance framework
WE CALL THIS “AGILENOW”

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WHEN TO
CONSIDER
AGILENOW
™There are 3 primary use cases for considering AgileNow
™
‣You need more development resources
‣IT talent is difficult to find/retain
‣Offshore is not a fit
‣Customer demands are not being met
‣Critical deadlines are missed
‣Cost-Quality-Speed equation is off balance
‣Agile adoption is floundering
‣Marketing, IT & Product are misaligned
‣The product is complex
A.TALENT IS TIGHT B.QUALITY IS LACKINGC.EFFICIENCY CHALLENGES

30. 30
AGILENOW:
HOW IT WORKS
Assess Development
Environment
Design Engagement
Model
Select Teams & Skill SetsSelect Work Location(s)*Design Governance &
Reporting Standards
Monitor Continuous
Improvement Plans
Manage Development &
Testing Process
Celerity Customer
Manage Scope/Backlog
*Location Options: Celerity on-shore delivery center, customer site, or a combination of the two.
CELERITY’S
AGILENOW
APPROACH

31. 31
TEAM
STRUCTURE
TEAM 1:
Senior .NetDeveloper
.NetDeveloper
QA Tester
TEAM 2:
Senior .NetDeveloper
.NET Developer
QA Tester (Selenium)
Business Analyst/Proxy Product Owner
Scrum Master
Delivery Director
10 HOURS/SPRINT SME SUPPORT
(Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)

32. 32
Onboarding
Gather Requirements
Establish Processes
OPERATE
.
.
.
.
.
..
.
.
.
.
Begin Execution
Develop
Deliver
Manage
Align
Evaluate
RUN
ENGAGEMENT
APPROACH
KICKOFF
Approach will focus on quick response and build to demand

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ENGAGEMENT
APPROACH
‣Kickoff / Engagement Assessment
‣Operationalize AgileNow
‣Structured Methodology
‣Ongoing Sprint Execution
‣Sprint Deliverables
‣AgileNowTeam Composition
‣Onboarding/Ramp Up Timeline
‣Remote/Onsite Management

34. 34
SPRINTS

35. 35
SCRUM TEAM
LEVEL QUALITY
CONTROL
PRE-SPRINT
‣User Story Refinement
‣Acceptance Criteria
‣Definition of Done
‣Non-Functional Requirements
DURING SPRINT
‣Just in Time Reviews, “Fail Forward Fast”
‣Automated Unit and Integration Testing
‣Continuous Integration
POST SPRINT
‣Sprint Review, Demos
‣Retrospectives
‣Full functional & automated regression testing

36. 36
MANAGEMENT
CHANGE AT SCRUM
TEAM LEVEL
PRE-SPRINT
‣UX visuals and wireframes
‣Prioritization (User Story & Features)
‣Acceptance Criteria
‣Sprint backlog is sized and closed
DURING SPRINT
‣Just in Time Review, “ Fail Forward Fast”
‣UX/BA Forward Thinking
‣Risk/Implementation Elevation Plan
‣ALM tool to show real-time progress
POST SPRINT
‣Full Feature Sprint Review, Demos and Sign Off
‣Retrospectives
‣Shippable Product Increment