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WPS - Workplace Solutions GmbH //// Hans-Henny-Jahnn-Weg 29 //// 22085 HAMBURG
Dr. Carola Lilienthal
Carola.Lilienthal@wps.de
www.wps.de
Große Ziele, kleine SchritteAgilität als Erfolgsfaktor
05.11.2015 //// Seite 3WPS - Workplace Solutions GmbH
The werewolve in the waterfall model
high
low
Customer Satisfaction
Time
?
Bigbang
ScheduleDelay
No Furthercontact
RequirementAnalysis
Analysis Design
Implementation
Test
Deployment
Use
Maintenance
Support
05.11.2015 //// Seite 4WPS - Workplace Solutions GmbH
Agile cycles at the end of the waterfall!
Customer Satisfaction
Time
Analysis Design
Implementation
Test
Deployment
Use
Maintenance
Support
high
low
05.11.2015 //// Seite 5WPS - Workplace Solutions GmbH
One first big cycles at the beginning of the waterfall model
Customer Satisfaction
Time
Analysis Design
Implementation
Test
Deployment
Use
Maintenance
Support
high
low
05.11.2015 //// Seite 6WPS - Workplace Solutions GmbH
Agile Cycles all along the project
Analysis Design
Implementation
Test
Deployment
Use
Maintenance
Support
Customer Satisfaction
Time
high
low
05.11.2015 //// Seite 7WPS - Workplace Solutions GmbH
Real agile cycles
Analysis/Development/Test
Maintenance/Support
Deployment/Use
Analysis
Development
Test
Customer Satisfaction
Time
high
low
05.11.2015 //// Seite 9WPS - Workplace Solutions GmbH
Agile development leads to customer satisfaction
Cycles have good results
Misunderstandingslead to a less good
result
Problems have beenovercome
Lasting trustbetween users andDevelopers is achived
Analysis/Development/Test
Maintenance/Support
Deployment/Use
Analysis
Development
Test
Customer Satisfaction
Time
high
low
05.11.2015 //// Seite 10WPS - Workplace Solutions GmbH
Software development = expedition
Scope for
decisions
Project startExpected solution
at project start
The goal of the first cycle
Blurring diminish
during the project
Functional acceptenceof intermediat results will
help finding the final solution
Final solution
at the end of the project
05.11.2015 //// Seite 11WPS - Workplace Solutions GmbH
Das agile Versprechen42%
49%
9%
Agil
Erfolgreich
Problematisch
Gescheitert
14%
57%
29%
Wasserfall
Erfolgreich
Problematisch
Gescheitert
The Standish Group (Hrsg.) 2011: Chaos Manifesto -
The Laws of CHAOS and the CHAOS 100 Best PM
Practices. S. 25.
05.11.2015 //// Seite 12WPS - Workplace Solutions GmbH
Individuals and interactionsover processes and tools
Customer collaborationover contract negotiation
Working softwareover comprehensive documentation
Responding to changeover following a plan
05.11.2015 //// Seite 13WPS - Workplace Solutions GmbH
Individuals and interactionsover processes and tools
Customer collaborationover contract negotiation
Working softwareover comprehensive documentation
Responding to changeover following a plan
05.11.2015 //// Seite 17WPS - Workplace Solutions GmbH
Individuals and interactionsover processes and tools
Customer collaborationover contract negotiation
Working softwareover comprehensive documentation
Responding to changeover following a plan
05.11.2015 //// Seite 20WPS - Workplace Solutions GmbH
Individuals and interactionsover processes and tools
Customer collaborationover contract negotiation
Working softwareover comprehensive documentation
Responding to changeover following a plan
05.11.2015 //// Seite 23WPS - Workplace Solutions GmbH
Individuals and interactionsover processes and tools
Customer collaborationover contract negotiation
Working softwareover comprehensive documentation
Responding to changeover following a plan
05.11.2015 //// Seite 30WPS - Workplace Solutions GmbH
Burndown charts: When will the system be released?
05.11.2015 //// Seite 32WPS - Workplace Solutions GmbH
With presentations of iteration results towards the release
2 3 41 1. Iteration
2. Iteration
3. Iteration
4 6 75
5 98
8 10 4. Iteration
1. Release1-10
Result ofIteration
05.11.2015 //// Seite 33WPS - Workplace Solutions GmbH
With approved increments towards the release
2 3 41✔ ✔ ✔ ✔
1. Iteration
2. Iteration
3. Iteration
4 6 75✔ ✔ ✔ ✔
5 98✔ ✔ ✔
8 10 4. Iteration
✔ ✔
1. Release1-10
✔
1-3
6-74
95
8 + 10
05.11.2015 //// Seite 35WPS - Workplace Solutions GmbH
Das minimale Set an Funktionen...
...die für uns den maximalen…
...Lerneffekt herstellen.
Schick
Benutzbar
Wertvoll
Funktional
05.11.2015 //// Seite 39WPS - Workplace Solutions GmbH
Waterfall versus agile development – there is pain!
05.11.2015 //// Seite 40WPS - Workplace Solutions GmbH
Cost curve for the waterfall model
Better understanding of requirements
Developersdiscover mistakes
Designers discover mistakes
(integration) tests discover mistakes
Users discovermistakes
Barry Boehm: „Late changes are expensive!“
� Late feedback is expensive!
✘
Cost per change
Time
Analysis Design
Implementation
Test
Deployment
Use
Maintenance
Support
high
low
05.11.2015 //// Seite 41WPS - Workplace Solutions GmbH
Cost curve for agile development
Early feedback Increases costs
Continuous feedbackreduces costs
Cost per change
Time
high
low
Analysis/Development/Test
Maintenance/Support
Deployment/Use
Analysis
Development
Test
05.11.2015 //// Seite 42WPS - Workplace Solutions GmbH
Process improvementPerf
orm
ance
Time
Perf
orm
ance
Time
Perf
orm
ance
Time
What a process improvement
methodology will promise
What process improvement actually
looks like
Why process improvement
fails
Abandoned
Perf
orm
ance
Time
Why everyone hates
Process improvement programs
Abandoned Abandoned Abandoned Abandoned
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