Agile Case Study With Cliffnotes
•Descargar como PPTX, PDF•
1 recomendación•476 vistas
Presentation from First Conference http://www.1stconf.com/ Targeted at Agile"beginners" this talk presented a lightweight set of guidelines for planning and executing an agile transformation. The guidelines were illustrated with a case study from a recent agile adoption program, and highlighted the process, what worked well, what didn't work at all, and how to recover from set backs. The presentation covered analysing the problem, change models, how to get started, useful metrics, and tips for stakeholder management. The case study focussed on presenting real situations, with complex problems.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (18)
Similar a Agile Case Study With Cliffnotes
Similar a Agile Case Study With Cliffnotes (20)
Más de Nish Mahanty
Más de Nish Mahanty (10)
Último
Último (20)
Agile Case Study With Cliffnotes
- 1. 1
- 2. Dr Nish Mahanty @nishmahanty An Agile Adoption Case Study With Cliff Notes.
- 3. 3
- 5. 5 This talk has two halves
- 6. 6 1. Some guidance on successfully adopting Agile
- 7. 7 2. A case-study from one team
- 8. 8
- 11. 11 Agile!
- 12. 12 Agile! Lean, Kanban, DevOps, Continuous Delivery
- 13. 13 Warning!
- 14. 14 Agile often starts as a “tools” conversation
- 15. 15 Then you realise that your processes need to change
- 16. 16 Then you realise that your structures aren’t quite right for agile
- 17. 17 Finally you notice (if you are successful) that your culture has changed
- 19. 19 What is the problem that you are solving?
- 20. 20 Who is the sponsor who wants the change?
- 21. 21 Choose a Change Model
- 23. Start your Communications early. And often, and to everyone
- 24. Remove Myths “We’re agile, we don’t have any documentation” “There is no proper planning or discipline”
- 25. Target the “Frozen Middle”
- 26. “My bit is okay, its those guys who need to change”
- 28. Legacy code
- 29. Manual Build
- 30. Unpredictability
- 31. Distributed team
- 32. Real bug?
- 34. Develop Smoke Functional Smoke Regression Smoke Delivery Value Stream 3 3 1 ProdStagingQA 1 3 0.3 Compile Assemble Package Restore DB Apply DB Changes Deploy Package Assemble Package Restore DB Apply DB Changes Deploy Package Assemble Package Apply DB Changes Deploy Package Dev
- 37. Dude, where’s my new feature?
- 38. Build a common vision
- 39. (and what we don’t) What we believe in
- 40. Common KPIs Build Trust Improve Comms
- 41. 41 1. Agreed proportions of capacity for each class-of- service and stakeholder
- 42. 42 Metrics!
- 44. Automated functional tests 0 21 56 79 110 132 146 160 173 S O N D J F M A M # of Scenarios
- 45. 60 65 65 65 80 83 93 94 94 S O N D J F M A M % Coverage Unit test coverage – new code
- 46. Code branches 5 2 1 Before Now Next
- 47. Deployment Duration S O N D J F M 130 98
- 48. Cycle Time (Features and Defects) S O N D J F M 30 9.8
- 50. 50 Outcomes
- 51. 51 Shifted the customer NPS by 70 points!
- 52. 52 Improved Team Engagement High Performance/ Hewitt Best Employer Zone 30% 100%0% 65%40%
- 53. 53 Thank you, and good luck
- 55. 55
Notas del editor
- Understand the audience What is their background How many lead teams Are using some from of Agile/Lean Already started on the Continuous Delviery journey questions
- My approach to delviering these outcomes is to adopt ideas from the CD handbook. I’ve been a passionate advocate for these ideas before they were called this, and it’s the reason I’m here today talkig on the topic.
- My approach to delviering these outcomes is to adopt ideas from the CD handbook. I’ve been a passionate advocate for these ideas before they were called this, and it’s the reason I’m here today talkig on the topic.
- A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- Communicate up, down, sideways. Manage expectations. Manage perceptions I’ve seen projects deliver an immense amount of value, but be canned because no-one told the sponsor about the successes
- Everyone has an view on agile. 90% of it is wrong. Agile is disciplined You’re all birkenstock wearing tree-hugging hippies. That will never work in our corporate environment
- Architecture, IT Ops, PMO, CPO etc IT Ops – Process and Documentation driven. How does ITIL fit with Agile,. I manage my SLAs by restricting changes to production Architecture- BUFD vs Emergent Design, Fear of loss of control, loss of value,
- For these, remove titles and just speak to the picture?
- Can’t predict how long to code, test and deploy
- Duplicated effort, missed work, communications overhead
- 2 a.m. Deployments, Manual Testing, Lost sleep High risk, High stress
- Unpredictable delivery schedules High cost of change High risk around quality of the product
- Evolve a clear vision with the team Brought the Offshore team onshore for 3 months Build a relationship Put a face to the name Focus on team building Knowledge transfer on processes and tools PairingIM and Chat groups for the whole team Webcams, headsets, and Skype video WebEx Ability to remote share keyboard/mouse
- Agile, Lean & Kanban
- It combines my love of Sim City and Code
- Feature Tags Active Code line Collective Build ownership Branch by Abstraction