Return to Home Page
 
 
 
©1997-2015 William W. Myers All rights reserved.
Please direct comments or questions to: myersww@att.net
 
Agile Links:
Agile Philosophies
Agile Methodologies
Crystal Methodologies
SCRUM
DSDM Model
Lean Development Model
Lean Development Model (poppendieck)
Extreme Programming - XP (org)
Extreme Programming - XP (object mentor)
 
 
 
Agile Methodologies
    Each based on a different perspective

     Relationships & Responsibilities (SCRUM)
     80 / 20 rule (Lean)
     Feature driven (FDD)
     Customer stories (XP)
     Baseline high level (DSDM)
     Emerge/Converge (Adaptive)
     Practices (XP)

    Reduce reporting risks (Agile Reporting)

Note: Crystal Methodology  IS NOT RELATED to the reporting product
Characteristics of Agile Reports
Bounded Chaos Self Building Broad Scope
- Random actions inside of the boundary
- Boundary determined by available data
- Developer builds 90%
- User checks options
- Program finishes writing itself
- Program creates report
- Can replace millions of fixed reports
- Requirements can be hazy up front
Agile Report Development Process
 
Request core data requirements only
  - Example of core: sum dollars, count items
  - Ignore sort & filter fields
  - Chaos bound by available sort fields
  - Random actions inside of the boundary
  - Requirements can be hazy up front
 
Allow changes at any time
  - Lock filter fields when report construction starts
  - Lock sort list at implementation
  - Document but ignore change control until locks
 
 
 
 
 
Normal Report Development Process
 
Demand that customer predict the future
  - Forecast list of needed reports
  - Requires visualization / no data available
  - Data may support 20,000,000 variations
 
Design signoff in blood
  - Early code freeze
 
Rigid Change Control
  - More signoffs
 
Complain about scope creep
  - Accuse users of changing their mind
    (prediction of future was inaccurate)
 
List all changes as bugs
  - Falsely implies a defective product
 
Super User
  - Technical skills
  - Understands their piece of the data
  - May be tactical or strategic
Strategic User
  - Executive or analyst
  - Needs highly summarized & graphed
  - Snapshot data
  - Limited technical skills
Tactical User
  - Needs up-to-minute detailed data
    to do their job
  - Limited technical skills
Project Management Characteristics
Agile Basis
Traditional Basis
Changing environments (driven by)
  - Philosophies, Personal relationships, Timing, Documentation
  - Methods based on Approach & Principles
  - Programming – low level practices for some methodologies
Rigid, known environments (driven by)
- Static processes
  - Structured Methods
  - Waterfall project management & clones
Process Style: Adapts to Business Changes
  - Empirical process
  - Start with a plan
  - Change plan frequently
  - Use "Inspection & Adaptation" to control change
Process Style: Discourages Changes
  - Defined the process
  - Plan what you expect – make predictions
  - Enforce the predictions
  - Use “Change Control” to manage change
Management Style: Leadership & Collaboration
  - Bottom up control
  - Initiative encouraged
  - Large pool of ideas, creativity encouraged
  - Continuous contact with customer
Dangers (management must spot & handle):
  - Lack of communication, losing sight of goals
  - Friction from clash of egos
  - High turnover of workers handling cyclical & routine processes
Management Style: Command & Control
  - Top down control
  - Permission required
  - Rigid processes & chain of command
  - Little contact with customer, except by management
Dangers (management must spot & handle):
  - Stagnation, analysis paralasys, bottlenecks, backlogs
  - Friction from stiffled ideas
  - High turnover of most creative people
Most Useful: Volatile business environments,
rapid changes, judgement needed, creativity required
Most Useful: Known processes such as vendor  & hardware upgrades, no decisions, little creativity needed
Agile Manifesto - Highlights

 
Nothing counts until you deliver software
Deliver every four to eight weeks
Direct contact - customers & developers
Daily contact and communication
Let champions drive projects
Maintain a constant pace
Agile processes enhance quality
Teams self-correct
Never forget the goal - software