Agile lean workshop

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LEAN-AGILE-TDD TUTORIAL/WORKSHOP AGILITY AND POWER TO OUR TEAM

Transcript of Agile lean workshop

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LEAN-AGILE-TDD TUTORIAL/WORKSHOP

AGILITY AND POWER TO OUR TEAM

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AGENDA

• WHY & OBJECTIVES & ABOUT (5)• AGILE AND LEAN PRINCIPLES (10)• TDD, SCRUM, KANBAN (15)• STORY AND TASK (15)• AGILE EXPERIENCE (60)

• STORY WRITING, VALUE AND EFFORT ESTIMATE, PLANNING, EXECUTION, REFLECTION… • WRAP UP, Q&A ETC. (15)

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WHY?

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HOW?

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OBJECTIVES

• GET IN SYNC ON AGILE PRINCIPLES AND COMMON PRACTICES• WHY, WHAT, HOW• CONCEPTS AND TERMINOLOGIES

• GET IN SYNC ON A DESIGN GOING FORWARD• COMING UP WITH *A DESIGN*• EVOLVE THE DESIGN

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INTRO

• FORMAT• TALK + DISCUSSION (TIME BOXED < 5 MIN)• SIMULATION EXPERIENCE – A SPRINT IN 60 MINUTES

• ABOUT ME• 10 YEARS OF AGILE EXPERIENCES (PLUS OF COURSE CRAFTSMAN, WATERFALL)

• FORMS: XP, SCRUM, KANBAN, SCRUMBAN …• TOOLS: XPLANNER, SCRUM BOARD, JIRA, WIKI, VERSION ONE, CUSTOM APP...

• ROLES: SDE/ARCHITECT, SCRUM MASTER, PRODUCT OWNER, MANAGER, CUSTOMER

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AGILE PRINCIPLES

• CUSTOMER SATISFACTION BY EARLY AND CONTINUOUS DELIVERY OF VALUABLE SOFTWARE

• WELCOME CHANGING REQUIREMENTS, EVEN IN LATE DEVELOPMENT

• WORKING SOFTWARE IS DELIVERED FREQUENTLY (WEEKS RATHER THAN MONTHS)

• CLOSE, DAILY COOPERATION BETWEEN BUSINESS PEOPLE AND DEVELOPERS

• PROJECTS ARE BUILT AROUND MOTIVATED INDIVIDUALS, WHO SHOULD BE TRUSTED

• FACE-TO-FACE CONVERSATION IS THE BEST FORM OF COMMUNICATION (CO-LOCATION)

• WORKING SOFTWARE IS THE PRINCIPAL MEASURE OF PROGRESS

• SUSTAINABLE DEVELOPMENT, ABLE TO MAINTAIN A CONSTANT PACE

• CONTINUOUS ATTENTION TO TECHNICAL EXCELLENCE AND GOOD DESIGN

• SIMPLICITY—THE ART OF MAXIMIZING THE AMOUNT OF WORK NOT DONE—IS ESSENTIAL

• BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELF-ORGANIZING TEAMS

• REGULARLY, THE TEAM REFLECTS ON HOW TO BECOME MORE EFFECTIVE, AND ADJUSTS ACCORDINGLY

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Frequent, effective communication to keep on doing the right things

Faster looping for faster feedbacks

Constant evolving design to maximize productivity

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LEAN PRINCIPLESDrive from business valueSmall increments

Make all work visible

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LEAN-AGILEVisibility – see the value stream

Flow design• Limit work to capacity, Manage work in progress, Remove delays

Built-in quality

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COMPUTING BUSINESS VALUE

• A) POTENTIAL GAIN/LOSS• B) EXPECTED GAIN/LOSS (WITH PROBABILITY)• VALUE SCORE = A*B• IN REALITY – IT’S NOT AN EXACT NUMBER, BUT A ROUGH-ORDER-OF-

MAGNITUDE ESTIMATE

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Getting better at what you

do

Eliminating delay

between what you

do

WHICH GIVES YOU BETTER RETURN?

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TDD – SCRUM – KANBAN TEST-DRIVEN DEVELOPMENT WITH SCRUM/KANBAN

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WHAT IS TDD – TEST-DRIVEN DEVELOPMENT?

• A SOFTWARE DEVELOPMENT PROCESS THAT RELIES ON THE REPETITION OF A VERY SHORT DEVELOPMENT CYCLE: • REQUIREMENTS ARE TURNED INTO VERY SPECIFIC TEST CASES, • THEN THE SOFTWARE IS IMPROVED TO PASS THE NEW TESTS, *ONLY*.

• THIS IS OPPOSED TO SOFTWARE DEVELOPMENT THAT ALLOWS SOFTWARE TO BE ADDED THAT ISN'T PROVEN TO MEET REQUIREMENTS.

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WHAT WE NEED DO

• KEEP THE END (GOAL) IN MIND• WRITING TEST CASES HELPS A LOT

• FORCING COMMUNICATION• WHAT TEST CASES ARE NEEDED

• KEEP IMPROVING• REFACTORING / EVOLVING

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TYPICAL SOFTWARE DEVELOPMENT

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SCRUM

• ACCEPT REALITY – SOFTWARE DEVELOPMENT IS *NATURALLY* CHAOTIC• CONTROL MANAGE CHAOS• USING – SCRUM

• PEOPLE• THINGS• BEHAVORS

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STORY AND TASKCLEARLY DEFINE STORIES AND TASKS

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WRITING USER STORIES

• BASIC FORMAT• AS A {ROLE}, I WANT {SOME GOAL}, SO THAT {BUSINESS VALUE}

• TWO MORE THINGS• VALIDATION STRATEGY (METHOD)• VERIFICATION CRITERIA (METRICS)

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EXAMPLE

• USER STORY: AS AN IA, I WANT TO EXPLORE (FILTER) FREELY ON ALL CUBE DIMENSIONS OF A RANGE OF MEASURES (INFLATION, SLACK, REAL FX ETC.) SO THAT I CAN BE MORE PRODUCTIVE TO SPOT ANY POTENTIAL CORRELATIONS TO FORMULATE A SIGNAL.

• VALIDATION STRATEGY: I WANT TO HAVE AN EASY-TO-USE APPLICATION THAT ENABLE ME TO SEARCH AND FILTER ON DIMENSIONS (COLUMNS) OF DATA FAST

• VERIFICATION CRITERIA: • THE APPLICATION NEED HAVE LESS THAN 10 CHOICES IN OPTIONS DURING EVERY STEP• RESPONSE TIME SHOULD BE WITHIN 5 SECONDS• OTHER SLAS…

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USER VS DEVELOPER STORY

• OFTEN USER STORIES ARE TOO BIG • AND REQUIRE SEVERAL DEVELOPERS/TEAMS TO DO

• NEED SPLIT INTO SMALLER PIECES – DEVELOPER STORIES• WE CAN HAVE BOTH OF THEM IN JIRA

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MODEL STORIES NEED BE ESTIMATED IN JIRA

EPICS • USER STORIES

STORIES

• DEVELOPER STORIES

TASKS• SMALLER

BITE-PIECE WORK

SUB-TASKS

•RELATED WORK NEED BE DONE SEPARATELY

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EPICS AND STORIES ESTIMATION

EPICS – PO & LEADS• 100 - SMALL• 200 - MEDIUM• 300 – LARGE• 500 – X-LARGE• 800 - HUGE• X - EXTREME

STORIES – PO & TEAM• 1 - TINY• 2 - SMALL• 3 – MEDIUM• 5 – LARGE• 8 – X-LARGE• 13 - HUGE• U - UNKNOWN

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TASKS

• ALL TASKS NEED BE NECESSARY TO STORIES – NO NICE-TO-HAVES - KISS• NEED HAVE TEST TASKS• AND DOCUMENTATION / HAND-OFF / TRAINING• RESEARCH TASKS NEED BE TIME-BOUND

• USUALLY OUTPUT A REPORT• BUGS ARE NOT TASKS

• BUT BUG FIXING CAN BE PUT IN A STORY• TASKS DO NOT HAVE POINTS – THEY ARE EXPECTED TO BE DONE IN 1 REAL DAY (NOT IDEAL

DAY)

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EXPERIENCEDESIGNING AN EFFECTIVE PARKING SYSTEM

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EPICS: WHAT CAN BE DONE

• ARCHITECTURE (FLOOR PLAN), IN/OUT• LOCATION• ALLOCATION SPACES

• GUEST/VISITOR, HANDICAP, RESERVED, SERVICE, MOTORCYCLES BIKES, EXECUTIVE …• ACCESS CONTROL• OPERATION• PRICING• MULTIPLE GARAGES?

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WHERE DO YOU START?

• BUSINESS VALUE / ROI• BANG OF BUCK• NOW ESTIMATE EPICS

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STORIES IN AN EPIC

• WRITE STORIES• AS [], I WANT [], SO THAT {}• VALIDATION STRATEGY• VERIFICATION CRITERIA

• NOW ESTIMATE STORIES

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TASKS

• WRITE TASKS• INCLUDING RESEARCH AND SUB TASKS

• REVIEW THEM• NOW RE-ESTIMATE STORIES

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REVIEW A STORY

• CUSTOMER (OR REPRESENTATIVE – P.O. / PRODUCT MANAGER) MUST BE PRESENT

• ACCEPT / REJECT• CAN ACCEPT WITH BUGS TO FIX• CAN ALSO SPLIT STORY INTO TWO (NOT RECOMMENDED, BUT SOMETIMES

UTILIZED)

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REFLECTIVE

• WHAT WENT WELL• WHAT NEED IMPROVE• ACTION ITEMS

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WRAP UP, Q&APLEASE COMPLETE THE POLL

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CREDITSALAN SHALLOWAY, J. A. FARR., SHORE LABS, CARBON FIVE, IVANATERRORBULL,

AGILE MINDS, TECHWELLPRESENTATIONS, FRANCESCO MAPELLI, BRIAN RUSMUSSEN