Agile Methods - 2 day workshop

EVAN [email protected]

AGILE METHODSPART 1: HISTORY & CORE CONCEPTS

Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com

http://theagiledirector.com/book

SHU-HA-RITHE STAGES OF LEARNING

守 : SHU(BEGINNER)FOLLOW PRECISELY WITHOUT MODIFICATION

破 :HA (PROFICIENT)SHIFTING BETWEEN TECHNIQUES

離 : RI (MASTERY)UNCONSCIOUS CREATION OF NEW TECHNIQUES

WHAT DOES BEING “AGILE” ACTUALLY MEAN?THE AGILE MANIFESTO

To what degree is the outcome knowable in advance?

To what degree can you coordinate and control all the players?

To what degree is the outcome dependent on intangible elements?

Wat

erfa

ll

Agile

Waterfall (Incrementing)

Agile (Iterating)Images with thanks from Jeff Patton: http://www.agileproductdesign.com/

http://www.agileproductdesign.com/

http://www.agileproductdesign.com/

INDIVIDUALS AND INTERACTIONSOVER PROCESSES AND TOOLS

WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION

CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

RESPONDING TO CHANGE OVER FOLLOWING A PLAN

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10.Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

Business change via sustained effort across the organisation

Change

Change

Change

Images shamelessly stolen from Ahmed Sidky (ICAgile)

INSPECT ADAPT INSPECT

HOW DOES“AGILE”WORK

WORKFLOW AND PROJECT MANAGEMENT

AUP, CRYSTAL CLEAR, DSDM, KANBAN, RUP, SCRUM

KANBAN

1. Visualise (Card Wall)2. Limit WIP3. Manage Flow4. Make Policies Explicit5. Feedback Loops6. Improve Collaboratively

LIMIT WIP

REDUCE LEAD TIME, IDENTIFY BLOCKS & CLEAR BOTTLENECKS

SCRUM

* Iterative Product Development* 1-4 week Sprints* Formal Roles (Product Owner & Scrum Master)* Timeboxed Meetings

DEVELOPMENT METHODS

BDD, FDD, RAD, LEAN SOFTWARE, XP

Extreme Programming

ActivitiesWriting the SoftwareTesting the SoftwareListening to the Customer Designing & Refactoring

DevelopmentPair ProgrammingCommon Code StandardsClear System Metaphor

QUALITY METHODS

TEST DRIVEN DEVELOPMENT

Test-Driven Development

1. Create a test2. Add the test to the test catalogue3. Write the code4. Run the tests (all of them)5. Clean up the code as required. (Refactor)

MURA: UNEVENNESSMURI: OVERBURDENMUDA: WASTEUNDERSTANDING WASTE

TRANSPORTATIONTHE 7 WASTES

INVENTORYTHE 7 WASTES

MOTIONTHE 7 WASTES

WAITINGTHE 7 WASTES

OVER PRODUCTIONTHE 7 WASTES

OVER PROCESSINGTHE 7 WASTES

DEFECTS THE 7 WASTES

1. AGILE MEANS NO DOCUMENTATIONCOMMON AGILE MISTAKES

2. NOT MEASURING, MONITORING OR CORRECTINGCOMMON AGILE MISTAKES

COMMON AGILE MISTAKES

3. ASSUMING YOU CAN DO MORE WITH LESS


4. SKIMPING ON TRAINING AND EDUCATION


5. LACKING AN EXECUTIVE SPONSOR


6. THINKING AGILE IS FASTER OR EASY

7. START WITH A TOOLCOMMON AGILE MISTAKES

8. FAILING TO SCALECOMMON AGILE MISTAKES

9. ASSUMING AGILE = SCRUMCOMMON AGILE MISTAKES

TO LEARN MORE, CHECK OUT

DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN

AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES

CLICK HERE TO DISCOVER MORE



AGILE METHODSPART 2: ROLES & RESPONSIBILITIES


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BUSINESS• USERS• CUSTOM

ER• PRODUC

T OWNER

TECHNICAL• SCRUM

MASTER• DEVELOP

ERS• TESTERS

USERS WILL

USE THE SOFTWARE, IDENTIFY ISSUES & PROVIDE FEEDBACK

USERS CAN BE

THERE ARE NO TYPICAL USERS

USERS DO NOT

SET SCOPE OR TEST WORK

CUSTOMERS WILL

DEFINE, START& END THE PROJECT

CUSTOMERS CAN BE

INTERNAL MANAGERS OR EXTERNAL CLIENTS

CUSTOMERS DO NOT

DIRECT WORK

THE PRODUCT OWNER WILL

MANAGE THE PRODUCT BACKLOG, SET THE SCOPE & APPROVE RELEASES

THE PRODUCT OWNER CAN BE

PROJECT MANAGER, PRODUCT MANAGER OR CUSTOMER

THE PRODUCT OWNER DOES NOT

MANAGE THE TEAM

THE SCRUM MASTER WILL

MANAGE THE AGILE PROCESS & REPORT ON PROGRESS

THE SCRUM MASTER CAN BE

PROJECT MANAGER, TEAM LEADER OR TEAM MEMBER

THE SCRUM MASTER DOES NOT

PRIORITISE FEATURES

DEVELOPERS WILL

DEVELOP FEATURES, AND RESOLVE ISSUES

DEVELOPERS CAN BE

DEVELOPERS, DESIGNERS, WRITERS, OR ADMINISTRATORSCROSS FUNCTIONAL

DEVELOPERS DO NOT

PRIORITISE FEATURES

TESTERS WILL

TEST, APPROVE OR REJECT FEATURES FOR RELEASE

TESTERS CAN BE

EXISTING DEVELOPERS OR DEDICATED TESTERS

TESTERS DO NOT

TEST THEIR OWN CODE

7 +/- 2TYPICAL TEAM SIZE

HAS AN INTEREST IN THE WORK & IS KEPT UP TO DATEINVOLVED PARTIES (CHICKENS)

COMMITTED PARTIES (PIGS)

"DO" THE WORK & ARE RESPONSIBLE FOR THE RELEASE

VALUE STREAM MAPPING

DEFINES THE ‘AS-IS’ STEPS & ROLES FOR EACH TASK


AGILE METHODSPART 3: PROJECT INITIATION

ALSO KNOWN AS

FEASIBILITY, SPRINT 0 (SCRUM) OR ITERATION 0 (XP)

REDUCE RISK & UNCERTAINTYBY DEFINING THE HIGH LEVEL SCOPE

ALIGN TO STRATEGIC GOALS, & TECHNICAL FRAMEWORKSSKILLS GAP ANALYSIS & RECRUITMENT

BEGINNING THE PROCESS

AGILE PROJECTS HAVE MINIMAL INITIATION

THE DEVELOPMENT TEAM SHOULD BE

ENGAGED DURING INITIATION

CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIESCUSTOMERS SHARE ACCOUNTABILITY FOR DELIVERY

REMOVE ANY POTENTIAL IMPEDIMENTS

ADD TRAINING TASKS TO THE BACKLOG

“Friends don’t let friends use Microsoft Project”

CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL)ALLOW CUSTOMERS TO SLOWLY DEFINE THEIR NEEDS

HIGH PRIORITY• SUMMARY• ESTIMATE• DETAIL• FUNCTION• ACCEPTANCE CRITERIA

LOW PRIORITY• SUMMARY• ESTIMATE

ESTIMATE THE PRODUCT BACKLOGFIRST ORDER ESTIMATE - USING STORY POINTS

1, 2, 3, 5, 8, 13, 20, 40, 100FIBONACCI SEQUENCE

EXPERT OPINION

THE TEAM MEMBER WITH SPECIFIC DOMAIN KNOWLEDGEE.G. A DBA ESTIMATING DATABASE TASKS.

COMPARISON

COMPARING A TASK TO ANOTHER, ESTIMATED, TASK.E.G. TASK A IS ABOUT TWICE THE EFFORT OF TASK B

COMPONENTS

BREAK A LARGE TASK INTO SMALL SUB-TASKSE.G. BREAK USER MANAGEMENT INTO INTERFACE, LOGIN, ACCESS CONTROL, ETC.

PLANNING POKER

EACH TEAM MEMBER PLAYS A CARD REPRESENTING THEIR ESTIMATEEVERYONE PARTICIPATES TO REACH CONSENSUS

Estimates must not be mentioned during planning discussion to avoid anchoring

STAFF OVERHEAD: NON PROJECT TIME

ESTIMATED LEAVE, ILLNESS, BREAKS, MEETINGS ETC.GENERIC INDUSTRY MODIFIER: 25%

DURATION CALCULATION

STORY COST X (OVERHEAD + 1) X (ESTIMATE RISK + 1)ESTIMATE RISK IS OPTIONAL

FOR EXAMPLE

4 X (25% + 1) X (50%+ 1)= 4 X 1.25 X 1.5= 5 TO 7.5 HOURS

ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKSSHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT & ADAPT

- “How much is this going to cost?”- “As much as you’re willing to spend.”

- “How long is this going to take?”- “As long as is necessary.”

- “What am I going to get?”- “Whatever you tell us you want.”

WORK IN PRIORITY ORDER, RELEASE QUICKLY & MONITOR BURN RATEFIXED COST

WORK IN PRIORITY ORDER & ENFORCE ITERATION LENGTHFIXED TIME

FIXED SCOPE

FOCUS ON BACKLOG DEFINITION AND ESTIMATION

FIXED COST AND TIME

CALCULATE TOTAL COST AS COST PER ITERATION

FIXED COST AND SCOPE

INCREASE THE ESTIMATE RISK DURING ITERATION 0

FIXED TIME AND SCOPE

PRE-ASSIGN WORK TO ITERATIONS & PAD SCHEDULE WITH EXTRA ITERATIONS

FIXED COST, TIME AND SCOPE

CANCEL THE PROJECT


AGILE METHODSPART 4: ITERATIONS

CONVERT THE BACKLOG INTO A REALISTIC GOALITERATION PLANNING

THIS IS A CREATIVE PROCESS: PREPARE BEFOREHANDSUPPLY PAPER, A WHITEBOARD AND INTERNET ACCESS.

PRIORITISE THE PRODUCT BACKLOGBEFORE THE PLANNING WORKSHOP

DEFINE THE BUSINESS GOAL FOR THE ITERATIONPART 1: BUSINESS PLANNING

ENCOURAGE A STABLE & CONSISTENT WORKFLOW

ITERATION SCOPE IS LIMITED BY TEAM VELOCITY

PART 2: TECHNICAL PLANNING

DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)

CREATE THE ITERATION BACKLOG (IN HIGH DETAIL)OWNED & MAINTAINED BY THE DEVELOPERS

PLAN, DESIGN & ESTIMATE TASKSTECHNICAL SPECIFICATIONS

Highest Priority Task

Test-Driven Development

BuildCommit

Continuous Integration

Done

Testing

Deploy

GET HIGHEST PRIORITY FEATUREALLOW DEVELOPERS TO CHOOSE THEIR TASKS

KANBAN (かんばん )WORKFLOW MONITORING & VISUALISATION

CAN BE AS SIMPLE OR COMPLEX AS REQUIREDTHE FLOW OF VALUE THROUGH THE SYSTEM

Backlog Build Test Done

Backlog Analysis Build Test Stage Doc’ Release Done

KANBAN: CLASS OF SERVICE

EXPEDITEFIXED DELIVERY STANDARD CLASSINTANGIBLE CLASS

1• Create a test

2• Add the test to the test catalogue

3• Write the code

4• Run the tests (all of them)

5• Clean up the code as required. (Refactor)

TEST – DRIVEN DEVELOPMENT

TEST COVERAGE

FUNCTIONS, BOUNDARY CASES, USER INTERFACE & PERFORMANCE

TEST TYPES

DEFECT, USABILITY, FUNCTIONALITY & DATA

PAIR PROGRAMMING:CODER + REVIEWERBUILD

CODE STANDARDS: A COMMON CODING STYLEBUILD

SYSTEM METAPHOR:CLEAR NAMING STANDARDSBUILD

REGULAR COMMITSVERSION CONTROL

AUTOMATED: UNIT TESTING, COVERAGE, DOCUMENTATION, STANDARDS & BUILDCONTINUOUS INTEGRATION

WHAT DID YOU DO YESTERDAY?DAILY SCRUM

WHAT WILL YOU DO TODAY?DAILY SCRUM

ARE THERE ANY ISSUES?DAILY SCRUM

SCRUM OF SCRUMSFOR LARGE TEAMS

CUSTOMERS CAN ALWAYS SEE PROGRESSPROMOTING TRANSPARENCY THROUGH THE SCRUMS AND BACKLOG

VIEW PROGRESS AGAINST THE RELEASE

IMPROVE FUTURE ESTIMATES

PROGRESS MONITORING

BURNUP CHARTSBURNDOWN CHARTSCUMULATIVE FLOW STATISTICAL RUN

EFFORT VISUALISATION

PLOT DELIVERED FUNCTIONALITY AGAINST VELOCITY

BURNUP CHART

BURNDOWN CHART

VELOCITY

HOW MUCH WORK CAN BE DELIVERED PER ITERATION

DON'T MANAGE BY NUMBERS

IDENTIFY PROBLEM TRENDS EARLY

DISCOVERY

SCOPE CREEP

PLATEAU

TOO MANY FEATURES

TRACKING EPICS

PLOT DELIVERED FUNCTIONALITY AGAINST DURATION EFFORT VISUALISATION

CUMULATIVE FLOW DIAGRAM

AVERAGE TIME TO COMPLETE A TASK FROM STARTCYCLE TIME

AVERAGE TIME TO COMPLETE A TASK FROM REQUESTLEAD TIME

BOTTLENECK

POOR FLOW

LARGE WIP LIMIT

LONG LEAD TIME

PLATEAU

PLOT CYCLE TIME AGAINST AVERAGE DURATION VISUALISATION

CYCLE TIME RUN CHARTS

PROCESS TREND

PROCESS SHIFT

EXTREME PROCESS VARIATION

DIFFERS BY ORGANISATION

WHAT DOES “DONE” MEAN?

DEFINITION OF “DONE”

DOCUMENTATION?UAT?BUILT / COMPILED?

WHAT DOES“NOT DONE”MEAN?REMEMBER THE PRIMARY MEASURE OF PROGRESS

PER ITERATION OR ACROSS ITERATIONSDEPLOY

PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW

RETROSPECTIVE & KAIZEN (改善 )CONTINUOUS IMPROVEMENT

WHAT WENT WELL?ITERATION RETROSPECTIVE

ADD ACTIONABLE TASKS TO THE PRODUCT BACKLOG

WHAT COULD BE IMPROVED?

KAIZEN EMPHASISES

TEAMWORK, DISCIPLINE & MORALE

Agile Methods - 2 day workshop

Education

Transcript of Agile Methods - 2 day workshop