Posts Tagged ‘Agile’

Agile in Everyday Life - Playing Golf

Wednesday, September 8th, 2010

One of our team here is a keen golfer, but has restricted himself to only playing in fair weather up until this year, when he experienced his first round of golf in the rain. Here’s what he said about it:

 

“Being the Agile geek that I am, I couldn’t help but assess the prospects for my round of golf based on the weather forecast, and plan in an Agile manner accordingly. In fact, golf is a pretty Agile pastime anyway - in both senses of the word! - as there is certainly a lot of incremental delivery involved in getting a ball from the tee to the hole.

 

When the heavens opened the other day, I knew my round would be ruined in terms of getting a good score, but I had come prepared with my big umbrella, and was able to react in a manner that provided me with enjoyment and satisfaction - the ultimate goal of the “project” - through adapting to the circumstances.

 

I even utilised some “pairing” through playing two balls off the tee, so I got the most practice out of the day, and will take some good learnings forward into the next stage of the project - hopefully this time abroad in bright sunshine!”

Agile Methodology - ADAPT Framework

Monday, September 6th, 2010

The ADAPT framework has been developed to enable a project to utilise the many different processes and techniques that qualify as being Agile. Rather than relying solely on one “off the shelf” methodology, ADAPT allows the project to take the best bits from each, depending on the particular circumstances of the project and the client.

 

As well as that, though, ADAPT also uses some of the best bits from traditional project management methodologies, providing the best of all worlds from a project management perspective.


ADAPT is completely flexible and responsive, and has been utilised extremely effectively in many projects over the last few years.

Agile Methodology - DSDM

Saturday, September 4th, 2010

DSDM stands for Dynamic Systems Development Method. It is one of the earliest forms of Agile to be developed, and in common with other Agile methodologies, it was originally designed to assist people in the development of software.

 

The method is incremental and iterative - obviously for an Agile methodology - and emphasises continuous user involvement in the process. There are generally 3 phases of a project in the DSDM methodology - pre-project, project life-cycle, and post-project.

 

In the UK, DSDM was developed by the DSDM Consortium, and is called Atern in its latest version.

Agile in Everyday Life - School Holidays

Thursday, September 2nd, 2010

It’s that time of year again when the kids are going back to school. Not, one might think, an automatic choice for a post on an agile blog, but we’ve come across plenty of instances whilst the holidays have been on where we’ve had to act in an Agile manner.

 

Changes in the weather, changes of mind as to what is the most fun attraction to visit during a particular day, and even changes of mood have all contributed to our having to adapt to updated requirements whilst running the complicated project of keeping the kids happy in the holidays.

 

Those of us with multiple children have even utilised a system of Pairing to get two (or more) children working on the same thing at once - giving us some vital breathing space and the opportunity to refactor our plans based on updated goals.

 

Once again, it just shows you how Agile impacts on all our lives (at least, all those of us who work here, anyway!).

Agile Methodology - XP

Tuesday, August 31st, 2010

XP is a not quite accurate acronym for Extreme Programming. This was developed by Kent Beck when he worked for the Chrysler Corporation in the 1990s, and is another widely-used and well-known “flavour” of Agile.

 

Like most things to do with Agile, XP was first developed as a methodology for software development, but has been adapted and utilised for all forms of project management since its origin.

 

In common with all Agile practices, XP has a responsive element and delivers stages of the project incrementally, allowing for requirements updates and improved productivity. Other elements of XP include Pairing - where 2 people work on the same issue at once - and focusing on features of the project only when they are required.

Agile Methodology - Scrum

Friday, August 27th, 2010

One of the most well-known of the “flavours” of Agile is Scrum. It derives its title from the rugby term of the same name, which was first referred to in the 1980s by two Japanese management gurus, then taken up in the 1990s by such people as Jeff Sutherland and Ken Schwaber.

 

The basic principles of Scrum were devised for software development practices, but are adaptable (as befits anything to do with Agile!) for any type of project management. Essentially, Scrum provides a framework of iterative and incremental delivery of a project, utilising Sprints (pre-defined time periods) to deliver tangible elements of the overall project.

 

One of the key principles of Scrum is that the requirements of the project can change during its implementation, thus making Scrum a very adaptable and responsive methodology.

Client Cultures - The Enormous Multinational

Wednesday, August 25th, 2010

Looking at some of the different cultures of our clients, we were highlighting some of the characteristics of various types of organisation, and we decided there’s one type of client that almost always exhibits the same working culture - the multinational mega corporation.

 

We’ve all worked with quite a few of these over the years, and recognise the same good traits in them all:

 

- The enthusiasm and dedication of the people who work there.

- The willingness to try and change from the ground up.

- The friendly and relaxed nature of the office environment.

 

Unfortunately, though, we’ve all come across the same bad traits in these same organisations:

 

- The length of time it takes to get anything authorised.

- The multiple stakeholders almost never being in the same room at the same time.

- The “if it aint broke, don’t fix it” mentality from the top down.

 

Of course, there are exceptions to this - usually those multinationals that have adopted Agile practices as a result of an Agile consultancy (whether us or someone else) going in there to sort them out!

Agile in Everyday Life - Working on the Train

Monday, August 23rd, 2010

There’s quite a few of us who write these blog posts - as you can probably tell from the different styles and opinions! - and one of us in particular likes to take the opportunity of a long train commute to put down his thoughts. It was whilst engaged in this activity recently that he had the following thought:

 

“Working on the train is actually a fairly Agile pursuit in itself. Aside from the obvious possibilities for delays and alterations to the timetable that have to be reacted to, there’s always something about the journey that makes it different from the last one.

 

For example, on the odd occasion I don’t sit in the Quiet Coach, I’m always struck by how I have to almost close myself off from my environment in order to continue with what I’m doing. Periodically, of course, I snap out of that deep concentration, and end up listening to a 1-sided conversation conducted via mobile phone.

 

It’s on these occasions that I’m glad of my capacity for reactive management skills, and utilise the practice of incremental delivery to save what it is I’m doing, and refactor my workload according to what I’ve achieved so far, and what’s achievable in the time remaining of the journey”.

 

Whilst some of you might think that’s stretching the point a bit, we like to think it simply reinforces the fact that we really do have Agile running through our veins!

Agile Projects - Different Client Cultures

Friday, August 13th, 2010

It’s quite a common topic of conversation in our office to discuss the varying nature of the organisations we work with. Whether these are charities, member associations, multinational corporations or smaller boutique operations, it’s always interesting to compare the similarities and differences between them.

 

Of course, being Agile consultants, our own culture is designed to adapt to any and every situation, and it’s this type of flexibility that we try to enable within our clients. Very few of them start out this way, of course, and it’s always a little surprising to find how similar in outlook most organisations are before they start adopting Agile practices. We’ll be taking a look at some different types of organisation, and the cultures we usually find there, over the coming months, and sharing some of our thoughts here.

The Difference between Lean and Agile

Tuesday, August 3rd, 2010

We’re often asked what we consider to be the difference between Lean and Agile, and if you ask 5 different people around our office, you’ll get 5 different answers. (Actually, if you ask the same person 5 times you’ll probably get 5 different answers - depending on who it is you’re asking). So we thought we’d state explicitly our views on the topic.

 

Simply put, there is no difference between Lean and Agile. To put it more complicatedly, though, there are subtle differences that we would notice in order to define something as being either Lean or Agile, but at the root of their existence, Lean is Agile, and Agile is Lean.

 

So no need to ask us that question again….