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Lecture Agenda
What is Agile?
And why should we discuss it in a MIS course?
Sub-Module
What is Agile
More than Software Method
Agile is:
Developing
a MIS
Software
/ Project
Method
A Mindset, a
Attitude;
Irrespective of
Projects.
CAMS
Organiza
tional
Culture
Undertaking
any initiative in
the organization
Busines
s
Method
Business Agility is
the Ability of the
Business to Rapidly
Respond to external
and internal
Changes
~ from the Art of Agile
Practice
Enterprise Agility
(Big Data, Cloud Computing;
Mobile, Lean Processes)
Enterprise Response
(Internal; Change Mgmt)
Task
Value
Partition
Share
Plan
Uncertain
Objective
Subjective
Role
Team
Standardized
Situational
Management
Leadership
Trust Simplicity
Honesty - Courage
Time - Budget
Function - Quality
Planned
Analysing
Codi
ng
Designing
Codi
Listeng
ning
Codi
Liste ng
ning
Testing
Desig
ning
Planned Method
(Waterfall One Iteration)
Business
Agile Method
Multiple Iterations
Versatility
Control
Testi
Designg
ning
Testi
Desig ng
ning
Liste
ning
Coding
Testi
ng
Sub-Module
Agile as a SW Development
Method
Based on the Agile Manifesto;
A Scrum Example
Psycho
Analytical
Practical Application
requires Left-Brain
Characteristics
Behavioral
Psychology
Cognitive
Psychology
Customer-Centric:
Developer-Centric:
1. Customer Satisfaction
4. Collaboration (CustomerBusiness-Developer)
6. Face-to-face
Conversation
5. Self-Motivated
Individuals
7. Working Software
8. Sustainable Development
Agile
Principles
Architecture-Centric:
Management-Centric:
9. Technical Excellence
10. Simplicity in Design
12. Reflection
2. Acceptance of Changes
3. Frequent Delivery
11. Self-Organized Teams
13
14
Architecture-Centric Agile
Principles in MIS
Focuses on Technical Excellence that is
based on SIMPLICITY
Most complex systems are not so at the
outset
Even complex designs start with simplicity
15
Management-Centric Agile
Principles in MIS
Management in Agile is based around SelfOrganized Teams
Builds on the individuals self-motivation
Its a Team effort
16
Customer-centric
Developer-centric
Management-centric
Architecture-centric
Customer-centric
Developer-centric
Management-centric
Architecture-centric
MethodScience.com, 1998-2014
17
Sub-Module
Agile Lifecycle
User Stories, Iterations & Life cycle
19
Story-1
Story-2
Story-3
Story-4
D O I N G
Story-8
Story-3
D O N E ..
Story-5
Story-2
Story-6
Story-2
Story-7
Story-7
21
Continuous
Testing;
Continuous
Integration;
Feedback.
User
Acceptance;
User Training;
Release
Product
Backlog
2-4 weeks
Scoping
Requiremen
ts; Creating
Sprints;
Plan
Sprint
Backlog
Product
Increment
Daily Scrum
Meetings
Prioritization;
Estimation;
Helping with
Iterations;
Conversations;
Translations;
Clarifications;
Integration
Tests;
Update
Backlogs;
Metrics
Trust
Honesty
Simplicity
Courage
Collaboration
Organization
Practices
Lifecycle
(Scrum, XP,
Lean-Kanban)
(Iterative,
Incremental,
Spiral)
Management
(PMBOK ,
Prince2)
Vital fo
Outsour
Projec
Plan
Document
Measure
Repeat
Optimize
Planned
Agile
Governance
(Sarbanes-Oxley,
CoBIT, ITIL)
MethodScience.com, 1998-2014
24
Sub-Module
Agile as an Organizational
Culture
The Psychology of Agile;
Organizational Adoption.
(c)
26
Myria
Be - Happen
(Future - CAMS)
Plan Do
(Formal)
Envision - Evolve
(Agile)
[Laughter]
27
Planned
(Doing)
Agile
(Happening)
Right Brain
Inclination
Intuitive
Visual
Imaginative
Individualistic
Actual
ization
Esteem
Left Brain
Inclination
Analytical
Verbal
Logical
Belonging
Safety
Physiology
Organizational
Skill
Attitude
Experie
nce
Influenc
e
Use
Deliverable
Configure
Outcome
Produce
Value
Physiology
Safety
Belonging
Esteem
Q 2: In adopting Agile at an
organizational level, the
following pair is a valid
combination to consider :
(a)
(b)
(c)
(d)
MethodScience.com, 1998-2014
30
3.
References
Discussed during the lecture
32
33
b)
c)
d)
Documented: Business
a) Considering AGILE in the
objectives, DATA needs,
context of your case
Project lifecycle (with
study: Customer-,
Iteration & Increment) for
Developer-, Architectureyour MIS, Business
and Management-centric
processes and the SMAC
b) Discuss and Document
mapping
how your MIS supports
Updated your PPT and
your AGILE organization
Word project report with
c) Document Organizational
the above
Adoption of Agile (using
Reminder: NO theory;
CAMS Method &
ALL work must be
Strategy)
practical, relating to your
case study
Ensure you Reference
your Sources Course: Management Information System (MIS)
Great Lakes Institute, Chennai, India; MethodScience
34
Sub-Module
ADDITIONAL MATERIAL
Avoiding Method Friction
(b) Extend
Rigidity
Planne
d
Metho
d
Composite Agile
(Starting Point)
Business
Planned
(Operational) Project
Governance Method
Agile
Metho
d
Agile Project
Method
Flexibility
(a) Variation
Process-Map
5
Activity-3
4
Agile
Practices
Role-1
2
3
Activity-1
Activity-2
2
Role-2
Agile
Practices
Agile
Practices
Agile
Practices
Agile
Practices
Agile
Practices
3
Agile
Practices
Agile
Practices
6
Activity-4
Agile
Practices
Role-3
37
Requirements
Practices (ARP)
Development Practices
(ADP)
Pair or extreme
programming
Frequent delivery of
working software
Continuous &
automated testing
and system
integration
Prioritize most
business-valued
features first
Frequent customer
feedback,
customer onsite
Continuous Review of
Enterprise
Architecture
Simplicity of design
Refactoring of design
& code
Prototype Database &
User interfaces
Support Rapid
iterations
Change Practices
(ACP)
Business Practices
(ABP)
Leadership
Practices (ALP)
Identify
Stakeholders
Discuss areas of
Change
Incorporate
Feedback in Pilot
Undertake Holistic
Change
Identify slack in
Business Processes
Apply process
Optimization
Apply Quality
Factors
Maintain Customer
Contact
Maintain Value
focus
Have Courage to
Change
Be Transparent at
Project/Org level
Facilitate & Lead
Management Practices
(AMP)
Self-organize Team
members
Empower / Make
Team members
responsible
Facilitate and
coordinate
Enable Ownership of
- sponsor
- product owner
- joint team
Stand up meetings
(often daily - Scrum)
Workshops
Learning cycles
Governance
Practices (AGP)
Maintain Open
Control &
Reporting structure
Anticipate
Technology
Changes
Remain
Transparent
Comply with
Legislations
Testing Practices
(AQP)
Separate Unit,
Integration, System,
Non-functional tests
Continuous Testing
Test cases before
Development
User Tests (nonfunctional) from the
start
Operational
Practices (AOP)
Maintain business
as usual processes
Enable continuous
Learning
Ongoing Measures
and Reporting for
Improvement
Agile
Practices
Requirement prioritization
Full time on-site customer
User Interface Refactoring
Joint team ownership
Operational Dependencies
Implement business features
Continuous testing
Database Refactoring
Standup meetings
Customer feedback
Continuous system integration
MethodScience.com, 1998-2010;
Collaborative requirements
Pair Programming
Simple Design
Responsible team members
Walkthroughs and inspections
Negotiable requirements
Working software
Code Refactoring
Empowered team members
Workshops
Business
Manager
Project
Manager
Six Sigma
IIBA
Prince2
ITIL
Unified
Process
CMM
Scrum
TOGAF
ISTQB
Developer;
Designer
Process Advisor
(Methodologist)
Tester
41
Enterprise
Architect