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SCAI S.p.A. 1
Agile Methodologies: Scrum. Kanban & Co.di
Alessandro Graps
Bologna, 28/10/2013
Project & Delivery Area
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SCAI S.p.A. 2
There are no best practices...
Only good practices...
IN THE CONTEXT...
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SCAI S.p.A. 3
IndiceTeorico
Metodologia tradizionaleAgile Methodologies
ScrumKanbanXPScrum vs KanbanPerche’ utilizzarle
ConclusioniWorkshop
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SCAI S.p.A. 4
Brief History of Development Methodologies
WATERFALL (Royce)
Requirements, designimplementation, verification & maintenance
1960 85 9119801970
V-MODEL (Anon)
Aligns testing toWaterfall development
SPIRAL MODEL (Barry Boehm)
Iterative
RAD(James Martin)
Prototyping, iterative, time-boxed, user driven
RUP (Rational)
Object oriented, iterative, time-boxed, user driven
AGILE e.g. XP(Kent Beck)
Incremental, user driven, low process
98 99
Waterfall V-Model
Spiral Model
RAD
RUP
Metodhologies
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SCAI S.p.A. 5
Metodologia Tradizionale: Waterfall
Requirements
Design
Implementation
Verification
Manteinance
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SCAI S.p.A. 6
Metodologia Tradizionale
Strutturata
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SCAI S.p.A. 7
Metodologia Tradizionale
StrutturataGrandi Progetti
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SCAI S.p.A. 8
Metodologia Tradizionale
StrutturataGrandi ProgettiSequenziale
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SCAI S.p.A. 9
Metodologia Tradizionale
StrutturataGrandi ProgettiSequenzialeAdatta a situazioni dove il cambiamento non e’ comune
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SCAI S.p.A. 10
Metodologia Tradizionale
StrutturataGrandi ProgettiSequenzialeAdatta a situazioni dove il cambiamento non e’ comune
Interna
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SCAI S.p.A. 11
Metodologia Tradizionale
StrutturataGrandi ProgettiSequenzialeAdatta a situazioni dove il cambiamento non e’ comune
InternaUn processo che richiede chiarezza sulla definizione dei requisiti
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SCAI S.p.A. 12
Metodologia Tradizionale:Vantaggi
L’approccio a cascata cerca di acquisire ed analizzare tutti i requisiti del progetto prima di avviare il disegno dell’applicazione.
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SCAI S.p.A. 13
Metodologia Tradizionale:Vantaggi
L’approccio a cascata cerca di acquisire ed analizzare tutti i requisiti del progetto prima di avviare il disegno dell’applicazione.
Prevede tempi e costi in anticipo controllando il contenuto per rispettarli.
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SCAI S.p.A. 14
Metodologia Tradizionale:Vantaggi
L’approccio a cascata cerca di acquisire ed analizzare tutti i requisiti del progetto prima di avviare il disegno dell’applicazione.
Prevede tempi e costi in anticipo controllando il contenuto per rispettarli.
In caso di turnover tra il personale, la quantita’ di documentazione permette un minimo impatto del nuovo personale sul progetto
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SCAI S.p.A. 15
Metodologia Tradizionale:Svantaggi
Una volta che uno step e’ completato,non si puo’ tornare allo step precedente
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SCAI S.p.A. 16
Metodologia Tradizionale:Svantaggi
Una volta che uno step e’ completato,non si puo’ tornare allo step precedente
Si basa fortemente sui requisiti iniziali. Se tali requisiti sono difettosi, il progetto e’ destinato a fallire
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SCAI S.p.A. 17
Metodologia Tradizionale:Svantaggi
Una volta che uno step e’ completato,non si puo’ tornare allo step precedente
Si basa fortemente sui requisiti iniziali. Se tali requisiti sono difettosi, il progetto e’ destinato a fallire
Il processo iniziera’ da capo se sara’ rilevato un’errore di requisito oppure abbiamo necessita’ di un cambiamento di requisito
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SCAI S.p.A. 18
Metodologia Tradizionale:Svantaggi
Una volta che uno step e’ completato,non si puo’ tornare allo step precedente
Si basa fortemente sui requisiti iniziali. Se tali requisiti sono difettosi, il progetto e’ destinato a fallire
Il processo iniziera’ da capo se sara’ rilevato un’errore di requisito oppure abbiamo necessita’ di un cambiamento di requisito
Test solo alla fine
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SCAI S.p.A. 19
Metodologia Tradizionale:Svantaggi
Non si prendono in considerazione le continue evoluzioni del cliente. Ogni cambiamento sara’ causa di ritardi.
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SCAI S.p.A. 20
Facciamo un Test
Test di interferenza• Rosso• Giallo• Verde• Blu• Rosso • Blu • Giallo• Verde• Blu
Non leggete le parole. Provate ad elencare i colori rapidamente ad alta voce.
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SCAI S.p.A. 21
Interferenza
Nel color test la maggior parte delle persone legge le parole anche se e’ stato chiesto di elencare i colori
Quando si guarda la figura si vedono sia i colori che le parole. Queste due cose sono in contrasto tra loro. E’ necessario quindi prendere una decisione
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SCAI S.p.A. 22
Interferenza
Poiche’ l’esperienza insegna che il significato di una parola e’ piu’ importante del colore con cui e’ scritta c’e’ un’interferenza quando si cerca di porre attenzione al suo colore
Questo esperimento dimostra che non si ha sempre il controllo completo su cio’ sui cui si pone attenzione: il rumore di fondo interferisce
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SCAI S.p.A. 23
Rumore
E’ funzione:Dei PrerequisitiDelle PersoneDella TecnologiaDei Disturbi
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SCAI S.p.A. 24
Agile Methodologies
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SCAI S.p.A. 25
Agile Methodologies
Cosa?
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SCAI S.p.A. 26
Agile Methodologies
Cosa?I metodi agili si propongono di sviluppare software che abbia un alto valore per il cliente, rilasciandolo presto e a ritmo costante
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SCAI S.p.A. 27
Agile Methodologies
Quando?
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SCAI S.p.A. 28
Agile Methodologies
Quando?Nel 2001 17 proffessionisti di spicco si radunarono in una localita’ sciistica dello Utah per discutere assiame del futuro del mondo software
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SCAI S.p.A. 29
Agile Methodologies
Perche’?
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SCAI S.p.A. 30
Agile Methodologies
Perche’?... Stanchi di assistere ad una percentuale sempre crescente di progetti sofware che si frantumavano sulle rocce al termine della cascata o rimanevano impantanati in cicli infiniti e fallimentari lungo la strada
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SCAI S.p.A. 31
Agile Methodologies
Quindi?
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SCAI S.p.A. 32
Agile Methodologies
Quindi?Dall’incontro di queste persone si genero’ una riflessione profonda e limpida: il metodo ingegneristico applicato al sofware non e’ detto che funzioni in quanto lo sviluppo sofware e’ un’attivita’ creativa e non produttiva, richiede l’apporto di knowledge worker e non di operatori con una fore componente artigianale e di iterazione umana
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Agile Methodologies
SCAI S.p.A. 33Project & Delivery Area
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SCAI S.p.A. 34
Agile Methodologies
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SCAI S.p.A. 35
Agile Methodologies
12 Regole
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SCAI S.p.A. 36
Agile Methodologies
La nostra massima priorita’ e’ soddisfare il cliente rilasciando software di valore, fin subito e in maniera continua
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SCAI S.p.A. 37
Agile Methodologies
Accogliamo i cambiamenti nei requisiti, anche a stadi avanzati dello sviluppo. I processi agili sfruttano il cambiamento a favore del vantaggio competitivo del cliente.
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SCAI S.p.A. 38
Agile Methodologies
Consegnamo frequentemente software, con cadenza variabile da un paio di settimane a un paio di mesi, preferendo i periodi brevi
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SCAI S.p.A. 39
Agile Methodologies
Committenti e sviluppatori devono lavorare insieme quotidianamente per tutta la durata del progetto
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SCAI S.p.A. 40
Agile Methodologies
Fondiamo i progetti su individui motivati.Diamo loro l’ambiente e il supporto di cui hanno bisogno e confidiamo nella loro capacita’ di portare a termine il lavoro
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SCAI S.p.A. 41
Agile Methodologies
Una conversazione faccia a faccia e’ il modo piu’ efficace per comunicare con il team ed all’interno del team
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SCAI S.p.A. 42
Agile Methodologies
Il software funzionante e’ il principale metro di misura di progresso
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SCAI S.p.A. 43
Agile Methodologies
I processi agili promuovono uno sviluppo sostenibile.
Gli sponsor, gli sviluppatori e gli utenti dovrebbero essere in grado di mantenere indefinitivamente un ritmo costante.
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SCAI S.p.A. 44
Agile Methodologies
La continua attenzione all’eccellenza tecnica e alla buona progettazione esaltano l’agilita’
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SCAI S.p.A. 45
Agile Methodologies
La semplicita’ – l’arte di massimizzare la quantita’ di lavoro non solto- e’ essenziale
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SCAI S.p.A. 46
Agile Methodologies
Le architetture, i requisiti e la progettazione migliori emergono da team che si auto organizzano
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SCAI S.p.A. 47
Agile Methodologies
A intervalli regolari il team riflette su come diventare piu’ efficace, dopodiche’ regola e adatta il proprio comportamento di conseguenza
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SCAI S.p.A. 48
Agile Methodologies
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Scr
um
Kan
ban
XP
Altr
e
Agile
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SCAI S.p.A. 49
Agile Methodologies
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How is agile
different?
Change in
feedback
Emphasis
(SCRUM)
Reduction in
evolution costs(KANB
AN)
Reduction in
coordination costs(XP)
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SCAI S.p.A. 50
SCRUM
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Scrum
SCAI S.p.A. 51
Hirotaka Takeuchi and Ikujiro Nonaka, “The New Product Development Game”, Harvard Business Review, January 1986.
“l'approccio a 'staffetta' nello sviluppo di un prodotto... potrebbe entrare in conflitto con l'obiettivo di massimizzare flessibilità & velocità. Al contrario, un approccio “olistico” (a mischia stile rugby), dove una squadra cerca di avanzare un passo alla volta, potrebbe essere più funzionale per centrare i requisiti di competitività.”
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SCAI S.p.A. 52
SCRUM
CancelGift wrapReturn
Sprint2-4 weeks
ReturnSprint goal
Sprint backlog
Potentially shippableproduct increment
Productbacklog
CouponsGift wrapCoupons
Cancel
24 hours
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SCAI S.p.A. 53
SCRUM:Mettiamo tutto insieme
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SCAI S.p.A. 54
SCRUM:Sprint
Un progetto Scrum deve evolvere con una serie di Sprint
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SCAI S.p.A. 55
SCRUM:Sprint
Un progetto Scrum deve evolvere con una serie di SprintCome in un’iterazione XP
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SCAI S.p.A. 56
SCRUM:Sprint
Un progetto Scrum deve evolvere con una serie di SprintCome in un’iterazione XP
Ha una durata di 2-4 settimane o un mese al massimo
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SCAI S.p.A. 57
SCRUM:Sprint
Un progetto Scrum deve evolvere con una serie di SprintCome in un’iterazione XP
Ha una durata di 2-4 settimane o un mese al massimo
Una durata costante di ogni Sprint aiuta a sviluppare meglio il ritmo
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SCAI S.p.A. 58
SCRUM:Sprint
Un progetto Scrum deve evolvere con una serie di SprintCome in un’iterazione XP
Ha una durata di 2-4 settimane o un mese al massimo
Una durata costante di ogni Sprint aiuta a sviluppare meglio il ritmo
Designed, sviluppo e test devono essere eseguiti durante lo sprint
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SCAI S.p.A. 59
SCRUM:Nessun cambiamento durante lo Sprint
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Change
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SCAI S.p.A. 60
SCRUM:Nessun cambiamento durante lo Sprint
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Change
Una buona pianificazione aiutera’ ad evitare i cambiamenti
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SCAI S.p.A. 61
SCRUM:Framework
RuoliProduct OwnerScrum MasterTeam
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SCAI S.p.A. 62
SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodotto
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SCAI S.p.A. 63
SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodottoDecide la data e i contenuti del rilascio
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SCAI S.p.A. 64
SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodottoDecide la data e i contenuti del rilascioE’ responsabile della redditivita’ del prodotto (ROI)
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SCAI S.p.A. 65
SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodottoDecide la data e i contenuti del rilascioE’ responsabile della redditivita’ del prodotto (ROI)
Definisce le priorita’ e le caratteristiche in base alle richieste del mercato
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SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodottoDecide la data e i contenuti del rilascioE’ responsabile della redditivita’ del prodotto (ROI)
Definisce le priorita’ e le caratteristiche in base alle richieste del mercato
Regola le caratterisitche e le priorita’ per ogni Sprint
Project & Delivery Area
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SCAI S.p.A. 67
SCRUM:Ruoli:Product Owner
Definisce le caratteristiche del prodottoDecide la data e i contenuti del rilascioE’ responsabile della redditivita’ del prodotto (ROI)
Definisce le priorita’ e le caratteristiche in base alle richieste del mercato
Regola le caratterisitche e le priorita’ per ogni Sprint
Accetta o rifiuta i risultati del lavoro
Project & Delivery Area
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SCAI S.p.A. 68
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progetto
Project & Delivery Area
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SCAI S.p.A. 69
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progettoResponsabile dei valori e le pratiche Scrum
Project & Delivery Area
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SCAI S.p.A. 70
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progettoResponsabile dei valori e le pratiche Scrum
Rimuove gli ostacoli
Project & Delivery Area
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SCAI S.p.A. 71
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progettoResponsabile dei valori e le pratiche Scrum
Rimuove gli ostacoliAssicursi che la squadra sia completamente funzionale e produttiva
Project & Delivery Area
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SCAI S.p.A. 72
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progettoResponsabile dei valori e le pratiche Scrum
Rimuove gli ostacoliAssicursi che la squadra sia completamente funzionale e produttiva
Attiva una stretta collaborazione tra ruoli e funzioni
Project & Delivery Area
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SCAI S.p.A. 73
SCRUM:Ruoli:Scrum Master
Rappresenta la gestione del progettoResponsabile dei valori e le pratiche Scrum
Rimuove gli ostacoliAssicursi che la squadra sia completamente funzionale e produttiva
Attiva una stretta collaborazione tra ruoli e funzioni
Scherma la squadra da interferenze esterne
Project & Delivery Area
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SCAI S.p.A. 74
SCRUM:Ruoli:Team
Un gruppo auto-organizzato
Project & Delivery Area
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SCAI S.p.A. 75
SCRUM:Ruoli:Team
Un gruppo auto-organizzatoNon esiste nessun titolo
Project & Delivery Area
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SCAI S.p.A. 76
SCRUM:Ruoli:Team
Un gruppo auto-organizzatoNon esiste nessun titoloLa membership non dovrebbe mai cambiare
Project & Delivery Area
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SCAI S.p.A. 77
SCRUM:Framework
CerimonieSprint planningSprint reviewSprint retrospectiveDaily Scrum meeting (Morning Meeting o StandUp)
Project & Delivery Area
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SCAI S.p.A. 78
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Sprint planning meeting
Sprint prioritization• Analyze and evaluate
product backlog• Select sprint goalSprint planning
• Decide how to achieve sprint goal (design)
• Create sprint backlog (tasks) from product backlog items (user stories / features)
• Estimate sprint backlog in hours
Sprintgoal
Sprintbacklog
Business conditions
Team capacityProduct backlog
Technology
Current product
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SCAI S.p.A. 79
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Il team seleziona gli elementi dal backlog di prodotto che possono completare
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SCAI S.p.A. 80
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Il team seleziona gli elementi dal backlog di prodotto che possono completare
Lo Sprint backlog viene creato
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SCAI S.p.A. 81
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Il team seleziona gli elementi dal backlog di prodotto che possono completare
Lo Sprint backlog viene creatoLe attivita’ vengono identificate e ciascuna stimata (1-16 ore)
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SCAI S.p.A. 82
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Il team seleziona gli elementi dal backlog di prodotto che possono completare
Lo Sprint backlog viene creatoLe attivita’ vengono identificate e ciascuna stimata (1-16 ore)
E’ un processo collaborativo, non e’ fatto solo dallo ScrumMaster
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SCAI S.p.A. 83
SCRUM:Cerimonie:Sprint planning
Project & Delivery Area
Il team seleziona gli elementi dal backlog di prodotto che possono completare
Lo Sprint backlog viene creatoLe attivita’ vengono identificate e ciascuna stimata (1-16 ore)
E’ un processo collaborativo, non e’ fatto solo dallo ScrumMaster
Progettazione ad alto livello
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SCAI S.p.A. 84
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano
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SCAI S.p.A. 85
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minuti
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SCAI S.p.A. 86
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minutiStand-up
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SCAI S.p.A. 87
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minutiStand-upNon e’ il momento giusto per la soluzione dei problemi
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SCAI S.p.A. 88
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minutiStand-upNon e’ il momento giusto per la soluzione dei problemi
Tutti sono invitati
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SCAI S.p.A. 89
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minutiStand-upNon e’ il momento giusto per la soluzione dei problemi
Tutti sono invitatiSolo il team, SM e PO possono parlare
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SCAI S.p.A. 90
SCRUM:Cerimonie:Daily Meeting
Project & Delivery Area
Quotidiano15 minutiStand-upNon e’ il momento giusto per la soluzione dei problemi
Tutti sono invitatiSolo il team, SM e PO possono parlareAiuta ad evitare incontri inutili
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SCAI S.p.A. 91
SCRUM:Cerimonie:Daily Meeting::3 Domande
Project & Delivery Area
What did you do yesterday?1
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SCAI S.p.A. 92
SCRUM:Cerimonie:Daily Meeting::3 Domande
Project & Delivery Area
What will you do today?2
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SCAI S.p.A. 93
SCRUM:Cerimonie:Daily Meeting::3 Domande
Project & Delivery Area
Is anything in your way?3
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SCAI S.p.A. 94
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
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SCAI S.p.A. 95
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMO
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SCAI S.p.A. 96
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMOInformale
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SCAI S.p.A. 97
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMOInformaleDurata di 2 ore
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SCAI S.p.A. 98
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMOInformaleDurata di 2 oreNessuna diapositiva
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SCAI S.p.A. 99
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMOInformaleDurata di 2 oreNessuna diapositivaTutta la squadra partecipa
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SCAI S.p.A. 100
SCRUM:Cerimonie:Sprint Review
Project & Delivery Area
Il Team presenta quello che ha fatto durante lo sprint
DEMOInformaleDurata di 2 oreNessuna diapositivaTutta la squadra partecipaTutti sono invitati
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SCAI S.p.A. 101
SCRUM:Cerimonie:Retrospettiva
Project & Delivery Area
Periodicamente ci si confronta su cosa non e’ andato
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SCAI S.p.A. 102
SCRUM:Cerimonie:Retrospettiva
Project & Delivery Area
Periodicamente ci si confronta su cosa non e’ andato
Di solito dura tutta la giornata
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SCAI S.p.A. 103
SCRUM:Cerimonie:Retrospettiva
Project & Delivery Area
Periodicamente ci si confronta su cosa non e’ andato
Di solito dura tutta la giornataFatto a fine sprint
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SCAI S.p.A. 104
SCRUM:Cerimonie:Retrospettiva
Project & Delivery Area
Periodicamente ci si confronta su cosa non e’ andato
Di solito dura tutta la giornataFatto a fine sprintTutta la squadra partecipa
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SCAI S.p.A. 105
SCRUM:Cerimonie:Retrospettiva
Project & Delivery Area
Periodicamente ci si confronta su cosa non e’ andato
Di solito dura tutta la giornataFatto a fine sprintTutta la squadra partecipaPossibilita’ di osservatori
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SCAI S.p.A. 106
SCRUM:Framework
ArtefattiProduct backlogSprint backlogBurndown charts
Project & Delivery Area
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SCAI S.p.A. 107
SCRUM:Artefatti:Product backlog
Project & Delivery Area
Elenco dei requisiti
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SCAI S.p.A. 108
SCRUM:Artefatti:Product backlog
Project & Delivery Area
Elenco dei requisitiLista di desideri (Richieste del cliente)
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SCAI S.p.A. 109
SCRUM:Artefatti:Product backlog
Project & Delivery Area
Elenco dei requisitiLista di desideri (Richieste del cliente)Ogni elemento e’ idealmente espresso in linguaggio non tecnico
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SCAI S.p.A. 110
SCRUM:Artefatti:Product backlog
Project & Delivery Area
Elenco dei requisitiLista di desideri (Richieste del cliente)Ogni elemento e’ idealmente espresso in linguaggio non tecnico
Priorita’ per il P.O.
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SCAI S.p.A. 111
SCRUM:Artefatti:Product backlog
Project & Delivery Area
Elenco dei requisitiLista di desideri (Richieste del cliente)Ogni elemento e’ idealmente espresso in linguaggio non tecnico
Priorita’ per il P.O.Le priorita’ vengono discusse all’inizio di ogni sprint
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SCAI S.p.A. 112
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoro
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SCAI S.p.A. 113
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoroIl lavoro non viene mai assegnato
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SCAI S.p.A. 114
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoroIl lavoro non viene mai assegnatoIl lavoro stimato rimanente viene aggiornato quotidianamente
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SCAI S.p.A. 115
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoroIl lavoro non viene mai assegnatoIl lavoro stimato rimanente viene aggiornato quotidianamente
Ogni membro del team puo’ aggiungere, eliminare o modificare il backlog sprint
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SCAI S.p.A. 116
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoroIl lavoro non viene mai assegnatoIl lavoro stimato rimanente viene aggiornato quotidianamente
Ogni membro del team puo’ aggiungere, eliminare o modificare il backlog sprint
Effort per lo sprint
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SCAI S.p.A. 117
SCRUM:Artefatti:Sprint backlog
Project & Delivery Area
I componenti scelgono il lavoroIl lavoro non viene mai assegnatoIl lavoro stimato rimanente viene aggiornato quotidianamente
Ogni membro del team puo’ aggiungere, eliminare o modificare il backlog sprint
Effort per lo sprintSe il task di backlog non e’ chiaro bisogna chiedere maggiore dettaglio o dividere il task se troppo complesso
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SCAI S.p.A. 118
SCRUM:Artefatti:Burndown chart
Project & Delivery Area
Rappresentazione grafica delle ore necessarie al team per ogni giorno della settimana
Lun Mar Mer Gio Ven0
10
20
30
40
50
60
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SCAI S.p.A. 119
SCRUM:Artefatti:Burndown chart
Project & Delivery Area
TasksCode the user interfaceCode the middle tierTest the middle tierWrite online help
Mon8
168
12
Tues Wed Thur Fri4
1216
711
81016 8
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SCAI S.p.A. 120
SCRUM:Artefatti:Burndown chart
Project & Delivery Area
Hour
s
40302010
0 Mon Tue Wed Thu Fri
50
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SCAI S.p.A. 121
SCRUM:Scalabilita’
Project & Delivery Area
Un tipico team e’ formato da 7 +/- 2 persone
E’ dipendente da diversi fattori:Tipo di applicazioneDimensioni del teamDispersione del teamDurata del progetto
Esistono esempi di progetti che hanno coinvolto più di 500 persone
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Scrum di Scrum
SCAI S.p.A. 122Project & Delivery Area
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SCAI S.p.A. 123Project & Delivery Area
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SCAI S.p.A. 124
Domande
Project & Delivery Area
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SCAI S.p.A. 125
Kanban
Project & Delivery Area
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SCAI S.p.A. 126
Cos’e’ Kanban?
Project & Delivery Area
Kan significa visuale e ban significa carta o lavagna
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SCAI S.p.A. 127
Cos’e’ Kanban?
Project & Delivery Area
Kan significa visuale e ban significa carta o lavagna
Kanban is a physical card used in Toyota Production System (TPS) to support non-centralized "pull" production control. It has spread to the manufacturing industry all over the world as a tool of Lean Manufacturing.
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Kanban Practices
Project & Delivery Area
Mappa il valore del flusso
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Kanban Practices
Project & Delivery Area
Mappa il valore del flussoOcchio particolare al lavoro
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SCAI S.p.A. 130
Kanban Practices
Project & Delivery Area
Mappa il valore del flussoOcchio particolare al lavoroLimita il WIP (Work in Progress)
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SCAI S.p.A. 131
Kanban Practices
Project & Delivery Area
Mappa il valore del flussoOcchio particolare al lavoroLimita il WIP (Work in Progress)Stabilisce una cadenza
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SCAI S.p.A. 132
Kanban Boards
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
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SCAI S.p.A. 133
Limita il Work in Progress
Project & Delivery Area
Riduce il multi tasking
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SCAI S.p.A. 134
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
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SCAI S.p.A. 135
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
Eseguire attivita’ in sequenza aumenta la produttivita’
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SCAI S.p.A. 136
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
Eseguire attivita’ in sequenza aumenta la produttivita’
Massimizzazione della produttivita’
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SCAI S.p.A. 137
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
Eseguire attivita’ in sequenza aumenta la produttivita’
Massimizzazione della produttivita’Migliora il lavoro di squadra
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SCAI S.p.A. 138
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
Eseguire attivita’ in sequenza aumenta la produttivita’
Massimizzazione della produttivita’Migliora il lavoro di squadra
Lavorare insieme per fare le cose ben fatte
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SCAI S.p.A. 139
Limita il Work in Progress
Project & Delivery Area
Riduce il multi taskingPrevenendo lo switching tra vari contesti
Eseguire attivita’ in sequenza aumenta la produttivita’
Massimizzazione della produttivita’Migliora il lavoro di squadra
Lavorare insieme per fare le cose ben fatte
Aumenta le cross-functionality
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SCAI S.p.A. 140
Pull, Don’t Push
Project & Delivery Area
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SCAI S.p.A. 141
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:
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SCAI S.p.A. 142
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costanti
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SCAI S.p.A. 143
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costantiNumero di sviluppatori
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SCAI S.p.A. 144
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costantiNumero di sviluppatoriNumero di tester
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SCAI S.p.A. 145
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costantiNumero di sviluppatoriNumero di tester
Misuriamo il tempo medio per completare un task:
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SCAI S.p.A. 146
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costantiNumero di sviluppatoriNumero di tester
Misuriamo il tempo medio per completare un task:Ottimizziamo per renderlo il piu’ piccolo e prevedibile possibile
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SCAI S.p.A. 147
WIP Limite Strategico
Project & Delivery Area
Partiamo con valori iniziali:Piccole costantiNumero di sviluppatoriNumero di tester
Misuriamo il tempo medio per completare un task:Ottimizziamo per renderlo il piu’ piccolo e prevedibile possibile
Adattiamo ai nostri limiti
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SCAI S.p.A. 148
La Cadenza
Project & Delivery Area
“A regular cadence, or heartbeat, establishes the capability of a team to reliably deliver working software at a dependable velocity. An organization that delivers at a regular cadence has established its process capability and can easily measure its capacity.”
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SCAI S.p.A. 149
Kanban Metrics
Project & Delivery Area
Stories in progress (SIP) When story enters stories queue set
entry date (ED) When story enters first process step set
start processing date (SPD) When story is done set finish date (FD) Cycle time (CT) = FD – SPD Waiting time (WT) = SPD – ED Throughput (T) = SIP / CT
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SCAI S.p.A. 150
Workflow Diagram
Project & Delivery Area
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SCAI S.p.A. 151
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity
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SCAI S.p.A. 152
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration
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SCAI S.p.A. 153
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
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SCAI S.p.A. 154
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
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SCAI S.p.A. 155
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings
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SCAI S.p.A. 156
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings Retrospective meetings are waste
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SCAI S.p.A. 157
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings Retrospective meetings are waste
Shared people
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SCAI S.p.A. 158
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings Retrospective meetings are waste
Shared people We have a single pool of developers for some
projects
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SCAI S.p.A. 159
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings Retrospective meetings are waste
Shared people We have a single pool of developers for some
projects Simplicity
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SCAI S.p.A. 160
Kanban:5 Ragioni errate per applicare Kanban
Project & Delivery Area
User stories diversity User stories vary in size a lot, large stories don’t
feet into an iteration Failed iterations
Many stories are not completed in a single iteration
Failed retrospective meetings Retrospective meetings are waste
Shared people We have a single pool of developers for some
projects Simplicity
Kanban is so simple, no planning, no retrospectives, no estimations
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SCAI S.p.A. 161
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime
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SCAI S.p.A. 162
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
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SCAI S.p.A. 163
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly
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SCAI S.p.A. 164
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
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SCAI S.p.A. 165
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations
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SCAI S.p.A. 166
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
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SCAI S.p.A. 167
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate
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SCAI S.p.A. 168
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
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SCAI S.p.A. 169
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
Perfect flow visualization
![Page 170: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/170.jpg)
SCAI S.p.A. 170
Kanban:5 Ragioni per applicare Kanban
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
Perfect flow visualization Clear view of current work in progress
![Page 171: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/171.jpg)
SCAI S.p.A. 171
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime
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SCAI S.p.A. 172
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
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SCAI S.p.A. 173
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly
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SCAI S.p.A. 174
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
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SCAI S.p.A. 175
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations
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SCAI S.p.A. 176
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
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SCAI S.p.A. 177
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate
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SCAI S.p.A. 178
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
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SCAI S.p.A. 179
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
Perfect flow visualization
![Page 180: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/180.jpg)
SCAI S.p.A. 180
Kanban:When no Need in Iterations?
Project & Delivery Area
Ability to release anytime When user story is ready you may release it
Ability to change priorities on the fly Not started stories queue is always changeable
No need in iterations Iterate first then flow
No need to estimate Release when it is ready, do most important story
Perfect flow visualization Clear view of current work in progress
![Page 181: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/181.jpg)
SCAI S.p.A. 181
Kanban:When no Need to Estimate?
Project & Delivery Area
You are new to the project
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SCAI S.p.A. 182
Kanban:When no Need to Estimate?
Project & Delivery Area
You are new to the project Estimations don’t change plans
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SCAI S.p.A. 183
Kanban:When no Need to Estimate?
Project & Delivery Area
You are new to the project Estimations don’t change plans Velocity is not taken into account
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SCAI S.p.A. 184
Kanban:When no Need to Estimate?
Project & Delivery Area
You are new to the project Estimations don’t change plans Velocity is not taken into account Team is very experienced in breaking tasks
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SCAI S.p.A. 185
Kanban:When no Need to Estimate?
Project & Delivery Area
You are new to the project Estimations don’t change plans Velocity is not taken into account Team is very experienced in breaking tasks Average cycle time is enough for the customer
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SCAI S.p.A. 186
Kanban:Esempio
Project & Delivery Area
1
2
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
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SCAI S.p.A. 187
Kanban:Esempio
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
3
4
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SCAI S.p.A. 188
Kanban:Esempio
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
5
6
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SCAI S.p.A. 189
Kanban:Esempio
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
7
8
![Page 190: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/190.jpg)
SCAI S.p.A. 190
Kanban:Esempio
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
9
10
![Page 191: Agile methodologies](https://reader036.fdocuments.in/reader036/viewer/2022062401/54811095b4af9fe9248b4a34/html5/thumbnails/191.jpg)
SCAI S.p.A. 191
Kanban:Esempio
Project & Delivery Area
Source: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
11
12
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SCAI S.p.A. 192
Kanban per il P.O.
Project & Delivery Area
New Prioritized buffer Unlimited size
Preparing Work in Progress Limited to PO capacity Cycle time Promotion model
Ready Prioritized buffer 1-2 Team Velocity
In Progress Work in Progress Limited to Team WIP limit
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SCAI S.p.A. 193
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority
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SCAI S.p.A. 194
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority Set so minimal WIP as possible
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SCAI S.p.A. 195
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority Set so minimal WIP as possible Stories should be ”minimal marketable
features”
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SCAI S.p.A. 196
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority Set so minimal WIP as possible Stories should be ”minimal marketable
features” Create separate column with goals
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SCAI S.p.A. 197
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority Set so minimal WIP as possible Stories should be ”minimal marketable
features” Create separate column with goals Add Scrum practices (daily scrum,
retrospectives, demos)
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SCAI S.p.A. 198
Kanban:Best Practices
Project & Delivery Area
Bugs get top priority Set so minimal WIP as possible Stories should be ”minimal marketable
features” Create separate column with goals Add Scrum practices (daily scrum,
retrospectives, demos) Add XP engineering practices
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SCAI S.p.A. 199
Uses Stories Mapping
Project & Delivery Area
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SCAI S.p.A. 200
Kanban:Issues
Project & Delivery Area
Mancanza di goal e di focus
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SCAI S.p.A. 201
Kanban:Issues
Project & Delivery Area
Mancanza di goal e di focus Meno prevedibilita’
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SCAI S.p.A. 202
Kanban:Issues
Project & Delivery Area
Mancanza di goal e di focus Meno prevedibilita’ Meno livello di impegno
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SCAI S.p.A. 203
Kanban:Issues
Project & Delivery Area
Mancanza di goal e di focus Meno prevedibilita’ Meno livello di impegno Disciplina
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SCAI S.p.A. 204
Kanban:Caso reale
Project & Delivery Area
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SCAI S.p.A. 205
Domande
Project & Delivery Area
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SCAI S.p.A. 206
Scrum vs Kanban
Project & Delivery Area
Kanban e’ meno prescrittivo
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SCAI S.p.A. 207
Scrum vs Kanban
Project & Delivery Area
Task flowSource: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
Scrum
Kanban
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SCAI S.p.A. 208
Scrum vs Kanban
Project & Delivery Area
CadenzaSource: Crisp (http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)
Scrum
Kanban
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SCAI S.p.A. 209
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile
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SCAI S.p.A. 210
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task
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SCAI S.p.A. 211
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task Entrambi limitano il WIP
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SCAI S.p.A. 212
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task Entrambi limitano il WIP Trasparenza per monitorare e
migliorare i processi
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SCAI S.p.A. 213
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task Entrambi limitano il WIP Trasparenza per monitorare e
migliorare i processi Focus su rilasci frequenti
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SCAI S.p.A. 214
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task Entrambi limitano il WIP Trasparenza per monitorare e
migliorare i processi Focus su rilasci frequenti Gruppi auto-organizzati
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SCAI S.p.A. 215
Scrum vs Kanban:Somiglianza
Project & Delivery Area
Sono Lean ed Agile Utilizzano la schedulazione dei task Entrambi limitano il WIP Trasparenza per monitorare e
migliorare i processi Focus su rilasci frequenti Gruppi auto-organizzati Task
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SCAI S.p.A. 216
Scrum vs Kanban:Differenze
Project & Delivery Area
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ScrumBan
SCAI S.p.A. 217
Applicazione della tecnica Kanban nel ambito del Framework Scrum (Scrum non limita gli item per stato in quanto ha un numero totale di item limitato, limita il tempo) Rappresentazione visiva delle operazioni:
Da svolgere In svolgimentoConcluse
Project & Delivery Area
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SCAI S.p.A. 218
Domande
Project & Delivery Area
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SCAI S.p.A. 219
Extreme Programming
Project & Delivery Area
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An agile development methodology
SCAI S.p.A. 220
Extreme Programming: What is XP?
Project & Delivery Area
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An agile development methodology Created by Kent Beck in the mid 1990’s
SCAI S.p.A. 221
Extreme Programming: What is XP?
Project & Delivery Area
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An agile development methodology Created by Kent Beck in the mid 1990’s A set of 12 key practices taken to their
“extremes”
SCAI S.p.A. 222
Extreme Programming: What is XP?
Project & Delivery Area
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An agile development methodology Created by Kent Beck in the mid 1990’s A set of 12 key practices taken to their
“extremes” A mindset for developers and
customers
SCAI S.p.A. 223
Extreme Programming: What is XP?
Project & Delivery Area
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An agile development methodology Created by Kent Beck in the mid 1990’s A set of 12 key practices taken to their
“extremes” A mindset for developers and
customers A religion?
SCAI S.p.A. 224
Extreme Programming: What is XP?
Project & Delivery Area
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SCAI S.p.A. 225
Extreme Programming
Project & Delivery Area
Customer
Developers
communicationsimplicityfeedbackcourage
XP values
planning gameshort releasessimple designtest-first codingrefactoringpair programmingcontinouos integrationno overtimeon-site customercoding standard
XP practices
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The Planning Game Small Releases Metaphor Simple Design Testing Refactoring Pair Programming Collective Ownership Continuous Integration 40-Hour Workweek On-site Customer Coding Standards
SCAI S.p.A. 226
Extreme Programming: The 12 Practices
Project & Delivery Area
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Planning for the upcoming iteration Uses stories provided by the customer Technical persons determine schedules,
estimates, costs, etc A result of collaboration between the
customer and the developers
SCAI S.p.A. 227
Extreme Programming: 1 – Planning Game
Project & Delivery Area
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Reduction in time wasted on useless features
Greater customer appreciation of the cost of a feature
Less guesswork in planning
SCAI S.p.A. 228
Extreme Programming: 1 – Planning Game - Advantages
Project & Delivery Area
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Customer availability Is planning this often necessary?
SCAI S.p.A. 229
Extreme Programming: 1 – Planning Game - Disadvantages
Project & Delivery Area
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Small in terms of functionality Less functionality means releases
happen more frequently Support the planning game
SCAI S.p.A. 230
Extreme Programming: 2 – Small Releases
Project & Delivery Area
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Frequent feedback Tracking Reduce chance of overall project
slippage
SCAI S.p.A. 231
Extreme Programming: 2 – Small Releases - Advantages
Project & Delivery Area
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Not easy for all projects Not needed for all projects Versioning issues
SCAI S.p.A. 232
Extreme Programming: 2 – Small Releases - Disadvantages
Project & Delivery Area
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The oral architecture of the system A common set of terminology
SCAI S.p.A. 233
Extreme Programming: 3 – Metaphor
Project & Delivery Area
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Encourages a common set of terms for the system
Reduction of buzz words and jargon A quick and easy way to explain the
system
SCAI S.p.A. 234
Extreme Programming: 3 – Metaphor - Advantages
Project & Delivery Area
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Often the metaphor is the system Another opportunity for
miscommunication The system is often not well understood
as a metaphor
SCAI S.p.A. 235
Extreme Programming: 3 – Metaphor - Disadvantages
Project & Delivery Area
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K.I.S.S. “Keep It Simple, Stupid!” Do as little as needed, nothing more
SCAI S.p.A. 236
Extreme Programming: 4 – Simple Design
Project & Delivery Area
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Time is not wasted adding superfluous functionality
Easier to understand what is going on Refactoring and collective ownership is
made possible Helps keeps programmers on track
SCAI S.p.A. 237
Extreme Programming: 4 – Simple Design - Advantages
Project & Delivery Area
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What is “simple?” Simple isn’t always best
SCAI S.p.A. 238
Extreme Programming: 4 – Simple Design - Disadvantages
Project & Delivery Area
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Unit testing Test-first design All automated
SCAI S.p.A. 239
Extreme Programming: 5 – Testing
Project & Delivery Area
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Unit testing promote testing completeness
Test-first gives developers a goal Automation gives a suite of regression
test
SCAI S.p.A. 240
Extreme Programming: 5 – Testing - Advantages
Project & Delivery Area
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Automated unit testing isn’t for everything
Reliance on unit testing isn’t a good idea
A test result is only as good as the test itself
SCAI S.p.A. 241
Extreme Programming: 5 – Testing - Disadvantages
Project & Delivery Area
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Extreme Programming: 6 – Refactoring
Changing how the system does something but not what is done
Improves the quality of the system in some way
Project & Delivery Area SCAI S.p.A. 242
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Extreme Programming: 6 - Refactoring – Advantages
Prompts developers to proactively improve the product as a whole
Increases developer knowledge of the system
SCAI S.p.A. 243Project & Delivery Area
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Extreme Programming: 6 - Refactoring – Disadvantages
Not everyone is capable of refactoring Refactoring may not always be
appropriate Would upfront design eliminate
refactoring?
SCAI S.p.A. 244Project & Delivery Area
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Extreme Programming: 7 – Pair Programming
Two Developers, One monitor, One Keyboard
One “drives” and the other thinks Switch roles as needed
SCAI S.p.A. 245Project & Delivery Area
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Extreme Programming: 7 - Pair Programming – Advantages
Two heads are better than one Focus Two people are more likely to answer
the following questions: Is this whole approach going to
work? What are some test cases that may
not work yet? Is there a way to simplify this?
SCAI S.p.A. 246Project & Delivery Area
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Extreme Programming: 7 - Pair Programming – Disadvantages
Many tasks really don’t require two programmers
A hard sell to the customers Not for everyone
SCAI S.p.A. 247Project & Delivery Area
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Extreme Programming: 8 – Collective Ownership
The idea that all developers own all of the code
Enables refactoring
SCAI S.p.A. 248Project & Delivery Area
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Extreme Programming: 8 - Collective Ownership – Advantages
Helps mitigate the loss of a team member leaving
Promotes developers to take responsibility for the system as a whole rather then parts of the system
SCAI S.p.A. 249Project & Delivery Area
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Extreme Programming: 8 - Collective Ownership - Disadvantages
Loss of accountability Limitation to how much of a large
system that an individual can practically “own”
SCAI S.p.A. 250Project & Delivery Area
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Extreme Programming: 9 – Continuous Integration
New features and changes are worked into the system immediately
Code is not worked on without being integrated for more than a day
SCAI S.p.A. 251Project & Delivery Area
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Extreme Programming: 9 - Continuous Integration - Advantages
Reduces to lengthy process Enables the Small Releases practice
SCAI S.p.A. 252Project & Delivery Area
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Extreme Programming: 9 - Continuous Integration – Disadvantages
The one day limit is not always practical
Reduces the importance of a well-thought-out architecture
SCAI S.p.A. 253Project & Delivery Area
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Extreme Programming: 10 – 40-Hour Week
The work week should be limited to 40 hours
Regular overtime is a symptom of a problem and not a long term solution
SCAI S.p.A. 254Project & Delivery Area
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Extreme Programming: 10 - 40-Hour Week – Advantage
Most developers lose effectiveness past 40-Hours
Value is placed on the developers well-being
Management is forced to find real solutions
SCAI S.p.A. 255Project & Delivery Area
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Extreme Programming: 10 - 40-Hour Week - Disadvantages
The underlying principle is flawed 40-Hours is a magic number Some may like to work more than 40-
Hours
SCAI S.p.A. 256Project & Delivery Area
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Extreme Programming: 11 – On-Site Customer
Just like the title says! Acts to “steer” the project Gives quick and continuous feedback
to the development team
SCAI S.p.A. 257Project & Delivery Area
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Extreme Programming: 11 - On-Site Customer – Advantages
Can give quick and knowledgeable answers to real development questions
Makes sure that what is developed is what is needed
Functionality is prioritized correctly
SCAI S.p.A. 258Project & Delivery Area
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Extreme Programming: 11 - On-Site Customer – Disadvantages
Difficult to get an On-Site Customer The On-Site customer that is given
may not be fully knowledgeable about what the company
May not have authority to make many decisions
Loss of work to the customer’s company
SCAI S.p.A. 259Project & Delivery Area
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Extreme Programming: 12 – Coding Standards
All code should look the same It should not possible to determine
who coded what based on the code itself
SCAI S.p.A. 260Project & Delivery Area
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Extreme Programming: 12 - Coding Standards – Advantages
Reduces the amount of time developers spend reformatting other peoples’ code
Reduces the need for internal commenting
Call for clear, unambiguous code
SCAI S.p.A. 261Project & Delivery Area
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Extreme Programming: 12 - Coding Standards – Disadvantages
Degrading the quality of inline documentation
SCAI S.p.A. 262Project & Delivery Area
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Extreme Programming - Manager and Customer Bill of Rights
You have the right to an overall plan, to know what can be accomplished, when, and at what cost.
SCAI S.p.A. 263Project & Delivery Area
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Extreme Programming - Manager and Customer Bill of Rights
You have the right to an overall plan, to know what can be accomplished, when, and at what cost.
You have the right to get the most value out of every programming week.
SCAI S.p.A. 264Project & Delivery Area
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Extreme Programming - Manager and Customer Bill of Rights
You have the right to an overall plan, to know what can be accomplished, when, and at what cost.
You have the right to get the most value out of every programming week.
You have the right to see progress in a running system, proven to work by passing repeatable tests that you specify.
SCAI S.p.A. 265Project & Delivery Area
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Extreme Programming - Manager and Customer Bill of Rights
You have the right to an overall plan, to know what can be accomplished, when, and at what cost.
You have the right to get the most value out of every programming week.
You have the right to see progress in a running system, proven to work by passing repeatable tests that you specify.
You have the right to change your mind, to substitute functionality, and to change priorities without paying exorbitant costs.
SCAI S.p.A. 266Project & Delivery Area
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Extreme Programming - Manager and Customer Bill of Rights
You have the right to an overall plan, to know what can be accomplished, when, and at what cost.
You have the right to get the most value out of every programming week.
You have the right to see progress in a running system, proven to work by passing repeatable tests that you specify.
You have the right to change your mind, to substitute functionality, and to change priorities without paying exorbitant costs.
You have the right to be informed of schedule changes, in time to choose how to reduce scope to restore the original date. You can cancel at any time and be left with a useful working system, reflecting investment to date.
SCAI S.p.A. 267Project & Delivery Area
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Extreme Programming - Programmer Bill Of Rights
You have the right to know what is needed, with clear declarations of priority.
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Extreme Programming - Programmer Bill Of Rights
You have the right to know what is needed, with clear declarations of priority.
You have the right to produce quality work at all times.
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Extreme Programming - Programmer Bill Of Rights
You have the right to know what is needed, with clear declarations of priority.
You have the right to produce quality work at all times.
You have the right to ask for and receive help from peers, superiors, and customers.
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Extreme Programming - Programmer Bill Of Rights
You have the right to know what is needed, with clear declarations of priority.
You have the right to produce quality work at all times.
You have the right to ask for and receive help from peers, superiors, and customers.
You have the right to make and update your own estimates.
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Extreme Programming - Programmer Bill Of Rights
You have the right to know what is needed, with clear declarations of priority.
You have the right to produce quality work at all times.
You have the right to ask for and receive help from peers, superiors, and customers.
You have the right to make and update your own estimates.
You have the right to accept your responsibilities instead of having them assigned to you.
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Extreme Programming - Advantages
Built-In Quality
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Extreme Programming - Advantages
Built-In Quality Overall Simplicity
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Extreme Programming - Advantages
Built-In Quality Overall Simplicity Programmer Power
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Extreme Programming - Advantages
Built-In Quality Overall Simplicity Programmer Power Customer Power
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Extreme Programming - Advantages
Built-In Quality Overall Simplicity Programmer Power Customer Power Synergy Between Practices
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Extreme Programming - Disadvantages
Informal, little, or no documentation
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Extreme Programming - Disadvantages
Informal, little, or no documentation Scalability
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Extreme Programming - Disadvantages
Informal, little, or no documentation Scalability Contract Issues
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Extreme Programming - Disadvantages
Informal, little, or no documentation Scalability Contract Issues Misconception on the cost of change
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Extreme Programming - Disadvantages
Informal, little, or no documentation Scalability Contract Issues Misconception on the cost of change Tailoring
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Extreme Programming - Application – Advantageous
Highly uncertain environments
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Extreme Programming - Application – Advantageous
Highly uncertain environments Internal projects
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Extreme Programming - Application – Advantageous
Highly uncertain environments Internal projects Joint ventures
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Extreme Programming - Application – Disadvantageous
Large, complex environments
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Extreme Programming - Application – Disadvantageous
Large, complex environments Safety critical situations
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Extreme Programming - Application – Disadvantageous
Large, complex environments Safety critical situations Well understood requirements
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Extreme Programming - Application – Disadvantageous
Large, complex environments Safety critical situations Well understood requirements Distant or unavailable customer
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Extreme Programming - Who benefits from XP?
get clear requirements & priorities
can do a good job can make technical
decisions don’t work overtime
get most business value first get accurate feedback can make informed business
decisions can change their mind
Programmers: Customers:
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Domande
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… IN THE CONTEXT
Le agile methodologies vengono considerate come condizione necessaria e sufficiente per portare a termine e con SUCCESSO un progetto.
PURTROPPO QUESTO NON E’ CORRETTO!!!
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… IN THE CONTEXT
Si possono seguire tutte le pratichi agili (essere il “guro” delle metodologie) e FALLIRE. Il fallimento puo’ essere dovuto alle condizioni ereditate dal team e dall’azienda
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… IN THE CONTEXT
Affinche’ un progetto abbia successo, e’ necessario che tutti remino nella stessa direzione e che in aggiunta ogni team abbia gli attributi fondamentali, come ad esempio le competenze degli sviluppatori, la conoscenza del business da parte del P.O., etc.
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… IN THE CONTEXT
Analogamente un progetto software puo’ avere successo anche senza usare nessuna pratica agile. Se tutto va bene in questo modo, sono il primo a dire: “continuate in questa direzione, magari aggiungendo qualche processo che possa giovare e non distruggere il progetto”.
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… IN THE CONTEXT
Non scegliete di cambiare il proprio modus operandi per un capriccio o per una moda, si rischiera’ di portare solo problemi
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There are no best practices...
Only good practices...
IN THE CONTEXT...
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Non dimenticate!!!
ANY process or methodology (that is not actively destructive), applied to a skilled,disciplined, high-functioning,
motivated team, will succeed, regardless of the process.
Likewise, any process applied to a low-functioning team will likely fail.
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Domande
Project & Delivery Area
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SCAI S.p.A. 300
Grazie
Project & Delivery Area
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Workshop:Cooking
Project & Delivery Area
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SCAI S.p.A. 302
Workshop:Cooking
Project & Delivery Area
Pizza Kanban
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Workshop:Cooking
Project & Delivery Area
Durata:Turni da 10 minutiRetrospettiva
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SCAI S.p.A. 304
Workshop:Cooking
Project & Delivery Area
Ingredienti pizza1 base3 fette di mozzarella3 fette di prosciutto
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SCAI S.p.A. 305
Workshop:Cooking
Project & Delivery Area
Punteggio:Ogni pizza vale 5 puntiProdotti non usati: -Punti
Base di pizza non usata -2 punti - 0.5 per ogni pezzo di prosciutto o
mozzarella avanzati