Costs, expenses and complications are the words most often associated with IT on companies. Actually, IT adds a lot of value to the organization. A more organized company becomes more competitive, returning higher profits and getting better structured. Companies that become agile can introduce products to market more quickly and with a higher level of customer satisfaction. The required changes to obtain all the rewards that being agile bring are hard to reach. It demands a lot not only from developers, but also from the rest of the company.

1. Why becoming agile is hard,
but woth it
Junho 2013

2. Page 2
Agenda
• Introduction
• Key factors for success
• Why Kanui has chosen Scrum?
• Why transitioning is hard?
• Why it’s worth the effort?
• Try seeing what many don't want
• Q&A

3. Page 3
Introduction
• Costs, expenses and complications
are words associated with the IT department
• Organized company is more
competitive, retorns higher profits
and gets better structured

4. Page 4
Introduction
• The required changes to
get all the rewards are
hard to reach
• They require a lot not only
from the developers,
but also from the rest of
the company

5. Page 5
Agile development
Also called Agile Method
• Scrum
• Extreme Programming (XP)
• Lean-Kanban

6. Page 6
Plan-driven development
• Waterfall model
• PMBoK (Project Management Body
of Knowledge)
• PRINCE2 (Projects in
Controlled Environments)

7. Page 7
Suitability of different development methods
Agile:
• Low criticality
• Senior developers
• Requirements change often
• Small number of developers
• Culture that responds to
chaos
Plan-driven
• High criticality
• Junior developers
• Requirements do not
change often
• Large number of developers
• Culture that demands order

8. Page 8
Key factors for success
• The organization culture must support the negotiation
• People must be confidents
• Few people, but competents
• The company must promote the decisions that the developers
make
• The organization needs to have an environment that facilitates
the quick comunication among the team

9. Page 9
Why Kanui has chosen Scrum?
End of 2011
• Kanui’s launch
• Extreme Programming – XP
• No planning and/or
scope
• Go Horse Process
• “Oriented to results, whatever
they are”

10. Page 10
Why Kanui has chosen Scrum?
Beginning of 2012
• Kanui grows rapidly
• Lean-Kanban approach
• Little planning
• Features without deadline
• Stakeholders unhappy with the process
• Team not motivated
• Bad organizational climate

11. Page 11
Why Kanui has chosen Scrum?
End of 2012 entil today
• Kanui continues to grow but need to structure
• Scrum
• Medium term planning
• Scope well designed
• Business value
• Constant deliveries with defined SLA

12. Page 12
Why transitioning is hard?
• All change is hard
• Larger changes can be even more
painful

13. Page 13
Why transitioning is hard?
• Attributes of transitioning that make it more difficult than most
other changes:
• Successful change is not entirely top-down or bottom-up
• The end state is unpredictable
• Change is being more quickly than ever before
• Best practices are dangerous

14. Page 14
Successful change is not entirely top-down or
bottom-up

15. Page 15
The end state is unpredictable
• None of agile methods is perfect for your company
• May be a good starting point
• It’s necessary to personalize the process
• Provoke and watch
• Small pokes are not
random at the company
continuous improvement

16. Page 16
Change is being more quickly than ever
before
Comprehensive nature
of the method
+
Fundamental changes
in how people work and interact
=
Increased risk of triggering
the future shock effect

17. Page 17
Best practices are dangerous
• Adoption of best practices
• Process change through something
that has already been tested and
proven to work
• Decreased risk of change
• Sense of relief
With this, many people and organizations can relax
and stop the process of continuous improvement
which is essential to be agile

18. Page 18
Why it’s worth the effort
• Higher productivity and lower costs
• Improved employee engagement and job satisfaction
• Faster time to market
• Higher quality
• Improved stakeholder satisfaction
• What we’ve been doing no loger
works

19. Page 19
Did you know
that 64% of functionality delivered is rarely
or never used?

20. Page 20
Higher productivity and lower costs
• Chang in the behavior:
• of the development team
• of business people regarding projects
• Frequent feedback
• Sprints set with a fixed time
• Possibility to reprioritize each sprint
• Only work on features that users really need

21. Page 21
Improved employee engagement and job
satisfaction
• Being part throughout the life cycle of the project
• Owning a voice about the best course of the project
• Recommend improvements to coexistence and to the job

22. Page 22
Faster time to market
• The higher productivity allows to develop features faster
• Agile teams produce
incremental versions
• Stakeholders realize that
there is no need to wait all
features in a big release in
the end

23. Page 23
Higher quality
• Using several practices such as:
• Pair programming
• Refactoring
• Test driven development (TDD)
• Acceptance and integration tests
• Focus on improving the produced code
• Products with fewer defects are delivered to users

24. Page 24
Improved stakeholder satisfaction
• Work visibility
• Frequent deliveries
• Measurement of the capacity
• Team self-organized
• Daily control
• Burndown chart

25. Page 25
What we’ve been doing no longer works
• If your development process does not work anymore, it's time to
change!
• Pete Deemer, Chief Product
Officer of Yahoo!, was one of
the first to recognize the need
for change

26. Page 26
Try seeing what many don't want
• Do not restrict yourself to a single methodology
• Many possibilities: XP, Scrum, Lean-Kanban
• Study the possibilities
• Do not try to use everything you learn,
it will be stressful for everyone involved

27. Page 27

28. Thank you!
Obrigado!
Gracias!
camilla.lichti@kanui.com.br
@calichti
linkedin.com/in/camillalichti