Agile Information Management Development

Agile Project Management Characteristics  Acceptance and even welcome of changing requirements  Incremental product delivery  Define, develop and deliver early and often  Small teams of mostly dedicated resources  Constant communication between the customer (proxy) and the team 2

Why Agile Development?  Change is Constant  Market Changes  Technology Changes  Customer Needs Change  Responsive  Faster ROI  Feedback to Refine and Reprioritize Features based on Customer Feedback 3

4 Agile vs. Traditional Project Management  Requirements defined per increment vs. all at once  Agile by design responds to customer change opposed to formal change requests  Goal to produce project artifacts that bring value to the customer vs. stacks of paperwork that serve no long term purpose – Lean origins  Agile generates ROI and customer feedback faster than waterfall  Tighter feedback loops improve navigation of risk, schedule, and customer expectations  Customer involvement greater – produces an end product that is more in focus with the customer’s expectation  Testing occurs throughout the product development instead of at the end. Fix as the issue is identified

Agile vs. Waterfall 5

Flavors of Agile  Scrum or Scrum hybrid (75% of Agile)  XP (Extreme Programming)  Lean Software Development  Agile Unified Process  Crystal 6

Scrum  Development Cycles  Time-boxed Sprints – Incremental Product Delivery  Roles  ScrumMaster, Product Owner, Team, Technical Lead  Ceremonies  Daily Standup, Sprint Retrospective/Review  Principle Artifacts  Product Backlog, Burn-Up/Burn Down Charts 7

Scrum Development Cycle  Sprints  Typically 2-4 weeks in duration  Goal to produce clean (shippable code) each sprint  Release when Minimum Viable Product has been reached  Typical Sprint with Release 1.Backlog Grooming 2.Sprint Planning – Team Commitment 3.Development and Testing – Daily Standups 4.Customer Demonstration 5.Release 6.Sprint Retrospective and Review 8

Scrum Roles  ScrumMaster  Conducts daily standup meeting  Works to remove identified barriers  Product Owner  Customer proxy  Maintains Product Backlog  Team  Self governing, dedicated resources  7 team members average size  Multi-disciplined and self contained  Technical Lead  Guides the team on technology strategy  Responsible for the technical design and code quality of the product  Mentors and coaches the technical team  Removes technical impediments 9

Scrum Ceremonies  Daily Standup  Three Questions  Promotes Communication and Accountability  Sprint Planning  Items to be completed for the upcoming sprint  Goal to produce shippable code at the end of each sprint  Demonstrations  As needed to obtain customer feedback  Sprint Review/Retrospective  Team-Centric  Lessons Learned – Improvements 10

Scrum Tools and Artifacts  User Stories  Requirement from a user’s perspective  “As a _______________, I want to ______________________, so _______________________.”  Product Backlog  Smart “wish list”  Comprised of user stories  Captures numeric business value and relative complexity of each item  Burn-up/down charts  Measures relative value of work completed each sprint  Velocity 11

Agile Team Best Practices  Dedicated resources  Co-location of team members  Source Control  Testing throughout – not just at the end  Eliminate Technical Debt  Common understanding of terminology and processes  Support of Leadership 12

Agile for Governance and Analytics Jennifer Everett and Erica Knapp Blue Cross and Blue Shield of Nebraska

Jenn Everett 14

Erica Knapp 15 Superpower I’d most like to have: To be invisible Favorite part of Blue Cross: The culture

Leadership Triangle 16

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Pre-Planning & Planning 18

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Collaboration 20

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Demo 22

Celebrate 23

Video 24

The Power of Self-Organizing Teams! 25

26 Questions and Discussion