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You think you know agile?,[object Object],The where, what and how of agile,[object Object],nathan.gloyn@dotnetsolutions.co.uk,[object Object],Design Code Release,[object Object],nathangloyn,[object Object],@NathanGloyn,[object Object]
Agenda,[object Object],You Decide!,[object Object]
ROOTS...,[object Object]
Roots...,[object Object],When agile was born…,[object Object],Heavy weight project management processes,[object Object],Misunderstood requirements,[object Object],Missed deadlines or death march projects,[object Object],Inability to change requirements,[object Object],Applications with lots of defects,[object Object],Increases the cost,[object Object]
Roots...,[object Object],Scrum – first described,[object Object],1986,[object Object],DSDM, Adaptive Software Development,[object Object],Scrum,[object Object],1995,[object Object],1996,[object Object],Extreme Programming (XP), Crystal Clear,[object Object],1997,[object Object],Feature Driven Development,[object Object],2001,[object Object],Agile Manifesto,[object Object],2004,[object Object],Kanban,[object Object],?,[object Object],?,[object Object]
Roots...,[object Object],Agile Manifesto,[object Object],Individuals and interactions over processes and tools ,[object Object],Working software over comprehensive documentation ,[object Object],Customer collaboration over contract negotiation ,[object Object],Responding to change over following a plan,[object Object],That is, while there is value in the items on the right, we value the items on the left more.,[object Object]
Roots...,[object Object],Agile Manifesto – 12 Principles,[object Object],Customer satisfaction by rapid delivery of useful software,[object Object],Welcome changing requirements, even late in development,[object Object],Working software is delivered frequently (weeks rather than months),[object Object]
Roots...,[object Object],Agile Manifesto – 12 Principles,[object Object],Working software is the principal measure of progress,[object Object],Sustainable development, able to maintain a constant pace,[object Object],Close, daily co-operation between business people and developers,[object Object]
Roots...,[object Object],Agile Manifesto – 12 Principles,[object Object],Face-to-face conversation is the best form of communication (co-location),[object Object],Projects are built around motivated individuals, who should be trusted,[object Object],Continuous attention to technical excellence and good design,[object Object]
Roots...,[object Object],Agile Manifesto – 12 Principles,[object Object],Simplicity,[object Object],Self-organizing teams,[object Object],Regular adaptation to changing circumstances,[object Object]
Concepts,[object Object]
Concepts,[object Object],Control,[object Object]
Concepts,[object Object],Communication,[object Object]
Concepts,[object Object],Collaboration,[object Object]
Concepts,[object Object],Cooperation,[object Object]
Concepts,[object Object],Commitment,[object Object]
Team,[object Object]
Team,[object Object],The team is:,[object Object],Critical to success,[object Object],Not a bunch of individuals,[object Object],No Hero’s,[object Object],Not dependent on any member,[object Object],Empowered,[object Object],Trusted,[object Object]
Team,[object Object],Who is in the team?,[object Object],Team Member,[object Object],Product Owner,[object Object],Customer,[object Object]
Team,[object Object],Who is a Team Member?,[object Object],Developer,[object Object],Tester,[object Object],Business Analyst,[object Object],Team Lead,[object Object],Architect,[object Object],Product Owner,[object Object]
Team,[object Object],Do we need a product owner?,[object Object],Focus on what to deliver,[object Object],Customer Proxy,[object Object],Product Manager,[object Object],Project Manager not a good fit,[object Object],Not good idea to be a team lead or manager,[object Object]
Team,[object Object],Where does a Scrum Master/Coach fit in?,[object Object],Guardian of the teams process,[object Object],Servant/Leader,[object Object],Helps foster the idea of “team”,[object Object],Should never be a team lead or manager,[object Object],Focused on helping team deliver,[object Object]
Team,[object Object],Do we need a project manager?,[object Object],Generally no,[object Object],Responsibilities distributed,[object Object],Product owner,[object Object],Coach/Scrum Master,[object Object],Some projects have to be waterfall,[object Object]
Team,[object Object],Generalist,[object Object],OR,[object Object],Specialist?,[object Object]
Team,[object Object],A Self <?> Team,[object Object],Self Organising,[object Object],Self Directing,[object Object],Self Managing,[object Object]
Methodologies,[object Object]
Methodologies,[object Object],Currently 3 main stream:,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object]
Methodologies: Scrum,[object Object]
Methodologies: Scrum,[object Object],TO DO,[object Object],WIP ,[object Object],Done,[object Object]
Methodologies: XP,[object Object]
Methodologies: XP,[object Object],TO DO,[object Object],WIP ,[object Object],Done,[object Object]
Methodologies: Kanban,[object Object],Input Queue,[object Object],In Process,[object Object],Done,[object Object],Available capacity,[object Object]
Methodologies: Kanban,[object Object],TO DO,[object Object],WIP (2),[object Object],Done,[object Object]
Methodologies,[object Object],Commonalities:,[object Object],Visibility/Transparency,[object Object],User stories,[object Object],Pull Based,[object Object],Definition of done,[object Object],Sustainable pace,[object Object],Continuous Improvement,[object Object]
Methodologies: Helicopter View,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Plan release,[object Object],Plan iteration,[object Object],Work through items,[object Object],Release when “Done, Done”,[object Object],Iteration Retrospective,[object Object],Release Retrospective,[object Object],Plan sprint,[object Object],Work on items in sprint,[object Object],Review,[object Object],Retrospective,[object Object],Input queue,[object Object],Pull item to work,[object Object],Work until meets done criteria,[object Object],Repeat,[object Object]
Methodologies: Meetings,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Release Planning,[object Object],Iteration Planning,[object Object],Standup,[object Object],Iteration Retrospective,[object Object],Release Retrospective,[object Object],Daily Stand-up,[object Object],Sprint Review,[object Object],Sprint Retrospective,[object Object],Sprint Planning,[object Object],Backlog grooming,[object Object],None,[object Object]
Methodologies: Roles,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Customer,[object Object],Coach,[object Object],Team,[object Object],Customer,[object Object],Product Owner,[object Object],Scrum Master,[object Object],Development Team,[object Object],What ever you,[object Object],	currently have,[object Object]
Methodologies: Artifacts,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Board,[object Object],Charts,[object Object],More charts!,[object Object],Card Board,[object Object],Backlog,[object Object],Definition of Done,[object Object],Burndown,[object Object],Board,[object Object],What ever reports you wish to create,[object Object]
Methodologies: Metrics,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Lead time,[object Object],Cycle time,[object Object],Throughput performance,[object Object],Due date completion,[object Object],etc,[object Object],Velocity,[object Object],Velocity,[object Object]
Methodologies:Continuous Improvement,[object Object],Scrum,[object Object],XP,[object Object],Kanban,[object Object],Kaizen culture,[object Object],Kaizen blitz,[object Object],Slack,[object Object],Inspect & Adapt,[object Object],Sprint retrospective,[object Object],Iteration retrospectives,[object Object],Release retrospective,[object Object]
Methodologies: Differentiators ,[object Object],Scrum,[object Object], Estimation,[object Object],Commitment Forecasting,[object Object], Iterations,[object Object], Team decide what to pull into an iteration,[object Object]
Methodologies: Differentiators ,[object Object],XP,[object Object],Short Iterations,[object Object],“Done, Done”,[object Object],Rules,[object Object],5 Values,[object Object],14 Principles,[object Object],24 Practices,[object Object]
Methodologies: Differentiators ,[object Object],Kanban,[object Object],Flow,[object Object],Cadence,[object Object],Policies,[object Object],Classes of Service,[object Object]
Methodologies: Comparison,[object Object]
Lean,[object Object]
Lean,[object Object],What is Lean?,[object Object],From manufacturing,[object Object],Toyota Production System (TPS),[object Object],Just In Time (JIT) production,[object Object],Kanban card,[object Object],Kaizen,[object Object],Poppendicks,[object Object],Lean Software Development: An Agile Toolkit (2003),[object Object],David J Anderson,[object Object],Kanban - Successful Evolutionary Change for your Technology Business,[object Object]
Lean: Principles,[object Object],Eliminate Waste,[object Object]
Lean: Principles,[object Object],Build Quality In,[object Object]
Lean: Principles,[object Object],Create Knowledge,[object Object]
Lean: Principles,[object Object],Defer Commitment,[object Object]
Lean: Principles,[object Object],Deliver Fast,[object Object]
Lean: Principles,[object Object],Respect People,[object Object]
Lean: Principles,[object Object],Optimise the whole,[object Object]
What’s next?,[object Object]
What’s next?,[object Object],ScrumBan,[object Object],Lean Startup,[object Object],The rise of lean,[object Object],Death of the Iron triangle? ,[object Object]
What’s next: Scrumban,[object Object],Mixture of Kanban & Scrum,[object Object],Workflow of Kanban,[object Object],Backlog column for iteration,[object Object],Ready column for higher priority work,[object Object],Meetings of Scrum,[object Object]
What’s next: The rise of lean,[object Object],The next best thing?,[object Object],Beware marketing speak,[object Object],Can help whatever process you are using,[object Object],Kanban,[object Object]
What’s Next: Lean Startup,[object Object],“new methodology”,[object Object],Focused on getting product “out there”,[object Object],More a business methodology,[object Object],Kanban great fit,[object Object],Beware comparisons to agile,[object Object]
What’s Next: Lean Startup,[object Object]
What’s next: Death of the 			   Iron triangle?,[object Object],Cost exists anyway,[object Object],Quality should be a given,[object Object],Scope flexible,[object Object],Possibly in enterprises,[object Object],Unlikely with external clients,[object Object]
Sum up,[object Object]
Summary,[object Object],Lots of ideas,[object Object],Pull in what works,[object Object],Throw away what doesn’t,[object Object],Create your own process,[object Object],Stay true to principles,[object Object],nathan.gloyn@dotnetsolutions.co.uk,[object Object],Design Code Release,[object Object],nathangloyn,[object Object],@NathanGloyn,[object Object]

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Notas del editor

  1. Scrum – Hirotaka Takeuchi and IkujiroNonakaDSDM – Dynamic Systems Development MethodMoSCoW requirement prioritisation – Must have, Should have, Could have, Won’t haveFully compatible with ISO 9000 &amp; PRINCE2
  2. Servant Leadership - Robert K. Greenleaf 1970
  3. In scrum although backlog grooming is not an official meeting most teams work with thee ScrumMaster &amp; Product owner to ensure the stories are ready to be worked on
  4. Values:Simplicity, Communication, Feedback, Respect, CouragePrinciples: Humanity, Economics, Mutual Benefit, Self-Similarity, Improvement, Diversity, Reflection, Flow, Opportunity Redundancy, Failure, Quality, Baby steps, Accepted responsibilityPractices: Primary - Sit together, Whole Team, Informative Worksapce, Energized Work, Pair Programming, Stories, Weekly cycle, Quarterly Cycle, Slack, Ten Minute Build, Continuous Integration, Test First Programming, Incremental DesignCorollary - Real Customer Involvement, Increment Deployment, Team Continuity, Shrinking Teams, Root Cause Analysis, Shared Code, Code And Tests, Single Code base, Daily Deployment, Negotiated Scope Contract, Pay Per Use
  5. Flow – important to ensure that the work flows through the systemCadence – the time it takes to performPolicies – govern behaviour, how the system works. Limit WIP best example of a policyClasses of Service – typically based on business impact, implemented through policies, will effect work done by the team
  6. Partially Done Work – work not completedExtra Processes – needless paperworkExtra Features – adding features in ‘just in case’ which aren’t really neededTask Switching – switching between different projectsWaiting – delays in staffing, delays in starting, delays due to excessive documentationMotion – how much motion to answer a question? Linked to Task Switching &amp; WaitingDefects – the longer it takes to discover a bug the more it costsManagement Activities – project management activities, authorization processes for approval of requirement changes, etc
  7. Perceived Integrity – how a customer perceives the system. A good example is GoogleConceptual Integrity – the same concept, from a users perspective, is executed consistently e.g. Airline bookingRefactoring – process can’t be perfect 1st time. Refactor to improve as knowledge improvesTesting – Unit tests, integration tests, load tests, etc
  8. Identifies that knowledge of what we are doing is important and that we need to actively look to create this knowledge to help the teamFeedback – feedback loops help create knowledge e.g. Unit testingSharing knowledge – pair programming, code reviewsRecording knowledge – wiki, code comments, documentation
  9. Concurrent development – develop separate streams until you have to decideOptions thinking – Responding to change rather than following a plan, don’t freeze “requirements”Last responsible moment – don’t make a decision over what to do until the last momentMaking decisions – actually make a decision over what option to take, don’t allow concurrent streams forever
  10. Pull Systems – customers prioritise what they want so they get most important thing firstQueuing theory – ensure steady rate of arrival, include slack, Theory of constraintsCost of Delay – cost of developer not having tools to speed dev, cost of not getting to market
  11. Engage, collaboration, trust and respect the people doing the work. E.g. Managers that do not know how the work is done shouldn’t try to tell people how they should do their workLean is not about controlling people, it is about engaged motivated people helping a business grow
  12. Systems thinking – look at entire systemMeasure value – focus on how the business delivers value, use Value Stream Mapping to helpThink long term – don’t focus on the now (although important) look at where you the business is going/needs to be
  13. Utilise WIP limits to highlight impediments/bottlenecksStill use iterations to provide “container” for deployable softwareStill generalist skillset i.e. Anybody can pick up any task
  14. Recommended booksPoppendicks : Lean Software Development – An agile toolkit, Implementing Lean Software Development. David Anderson : Kanban – Sucessfulevolutionary change for your Technology business
  15. Running Lean (www.runningleanhq.com) – great free book on lean startup“Offical” book from Eric Ries coming out soon.
  16. Not comparing like for like.Be sure to differentiate Business Methodology with a workflow methodology AAARS =Acquisition – user comes to site from various channelsActivation – users enjoy 1st visitRetention – users come backReferral – users like you enough to refer othersRevenue – users conduct some monetized behaviour
  17. Jeff Sutherland