@HemantElhence Hemant Elhence, CEO @vinayakj Vinayak ...€¦ · collaborators in CMU Software...

11©SYNERZIP2018AGILE2018 Conference Top 10 Takeaways

Vinayak Joglekar, CTO@vinayakj

Hemant Elhence, CEO@HemantElhence

12


AGILE2018 Conference Overview• August 6-10, 2018 in San Diego, CA

• 2,340+ participants from 54 countries– 20 tracks, 279 sessions

• 4 Special Tracks– Stalwarts– Experience Reports– 3-7 min Lightning Talks– Audacious Salon

• Inspiring Keynotes– Dominic Price - Head of R&D at Atlassian– Troy Magennis - Founder, Focused Objective, Former Executive at Sabre & Travelocity – Kim Scott - Author of Radical Candor, Former Executive at Google & Apple

33©SYNERZIP2018AGILE2018 Conference Top 10 Takeaways 3

20 Tracks 1. Agile Companies2. Agile Data, Metrics and

Forecasting (new)3. Agile Foundations4. Agile Midway (new)5. Audacious Salon6. Coaching & Mentoring7. Collaboration Culture & Teams8. Customers & Products9. Dev Practices & Craft

10. DevOps

11. Enterprise Agile12. Experience Reports13. Leadership14. Learning15. Lightning Talks16. Project Program & Portfolio Mgmt17. Stalwarts18. Testing & Quality19. The Future of Agile Software

Development (IEEE Software)20. User Experience

©SYNERZIP2018#AGILE2018 Top 10 Takeaways

@Synerzip “Top 10” Takeaways from #AGILE2018@HemantElhence & @VinayakJ

1. 12 Factor Pipeline for DevOps@JuniTweets | @inicopaez

2. Agile Quantified@LMaccherone | @SEInews | @CAinc

3. Monoliths to Microservices@RyBer

4. Probabilistic Estimation@AdamYuret | @T_Magennis

5. Innovation Accounting@JoeJV

6. Value Over Cost@ChrisSims

7. Agile > Lean Startup @JurgenAppelo

8. Scrum@Scale @JeffSutherland

9. Learning to Experiment@ChristophLucian | @JennyDove | @IntuitAgile

10. Myth of 10x Developer@AdamYuret

11. Chaos Engineering@m_shahzad_z

12. Metrics for Agile@SkylarrWatson | @tottinge

@TannerJS | @LMaccherone


1. 12 Factor Pipeline & Self Service Infra

Key highlights from

Juni Mukherjee and Nicola Paez

The concept of continuous everything


New Definition of DevOps PipelinePipeline was spanning every step from first check-in to go-live. As per the new definition is now encompassing a broader span of concept to cash.


Highlighted Few of the 12 Factors

• One codebase, many deploys• Strictly separate build, release and run stages• Store config in the environment/backing services as attached

resources


Concurrency & Disposability• Concurrency: Producer is aware of all consumers.

Consumer driven contract. Producers will create multiple instances to meet the consumer demand. End-to-end testing required for both consumer and producer together.

• Disposability: Producer is not aware of all consumers. Producer driven contract. You can kill producers without impacting consumers. End to end testing required only for consumer.


Selling/Distributing Distributed AppsJenkins X provides CI/CD for distributed applications orchestrated by Kubernetes. They can be packaged by Helm and sold using cryptocurrency on

Harbor.


2. Agile Quantified• Key highlights from Larry Maccherone

session. All data, analyses, and conclusions credited to Larry Maccherone and his collaborators in CMU Software Engineering Institute, and Rally Software.

• Rally Data: 10,000 teams for most of the findings, 1,500 teams where needed survey response (e.g. tester:dev ratio).

• Time period was roughly 2011 to 2014, data anonymized for analyses.

Statistical rigorous work - so pay attention!


SDPI Dimensions

Credit: Larry Maccherone while at Rally Software and Carnegie Mellon University


Apply in Context



Team Size• 7 +/-2 is still the

most optimal• But, if you are doing

well with larger teams, with fewer inter-team dependencies, 9-15 size works well too



Iteration Lengh

• Longer iterations correlate with higher quality• Shorter iterations with higher productivity & responsiveness• Teams using 2-week iterations have the best balanced performance



Ratio of Testers to Developers

• More testers lead to better quality• But they also generally lead to worse productivity and responsiveness• The teams that self identify as having no testers have: the best productivity, almost as good

quality, but much wider variation in qualityCredit: Larry Maccherone while at Rally Software and Carnegie Mellon University


Estimation Process

• Full Scrum (79%) = Story Points + Task Hours

• Lightweight Scrum (10%) = only Story Points

• Lightweight Scrum performs better overall

• Teams doing full Scrum estimation have 250% better quality than teams doing no estimates



Co-located vs. Distributed Teams

Teams distributed within the same time zone have up to 25% better productivity



Stable & Dedicated Team Mix

• Stable teams result in up to 60% better productivity, 40% better predictability

• One out of four team members changes every three months!Credit: Larry Maccherone while at Rally Software and Carnegie Mellon University


3. Monoliths vs. MicroservicesKey highlights from Ryan Bergman

Monoliths communicate 45x faster & make it easy to:

• Move code & change dependencies

• Find dependent code• Track & monitor• Add new features

Microservices scale by adding instances & make it easy to:

• Keep things apart & not become a ball of mud

• Deploy changes for just one thing

• Deal with technical debt


Prerequisites for Microservice• DevOps culture, automated deployment is mandatory. You

can’t do it from AWS console.• Refactor the monolith. Instead of grouping the code by

framework use domain driven design concepts to group the code related by domain or features.

• Use tools like Structure 101 Studio for Java to view and fix programmatic complexity.

• Refactored code can be isolated by private scope. Use linters and package enforcers.


Vertical Over Horizontal

Group code by features instead of framework

Java Code

Angular Code

Hibernate Code

SearchSignup Order


Isolate Code by Bounded Context


Isolate by Dependency Inversion

iButton Interface

iButtonClient Interface


Extract in Formal Modules

Ruby GemsJava Jars Python Package Index

Microsoft NuGets


4. Probabilistic Estimation• Adam Yuret & Troy Magennis sessions on estimation• While there is value in the estimation process, and the

conversation that happens in that exercise, the estimate itself is not very useful

• Instead, use statistical estimation - using real, recent data inputs– This spreadsheet helps forecast, using Monte Carlo

simulation, how long a single feature or single project will take to deliver using agile (scrum or kanban)

– http://focusedobjective.com/forecast_agile_project_spreadsheet/

http://focusedobjective.com/forecast_agile_project_spreadsheet/

http://focusedobjective.com/forecast_agile_project_spreadsheet/


Keyboard Time vs. Elapsed TimeWhen offering their estimate, developers don’t account for wait time and dependencies on others

From Troy Magennis’ Keynote


Simple Spreadsheet

• Inputs about your project at hand

• Recent data for your team - from your ALM system

• Spreadsheet does rest of the work - using Monte Carlo simulation, using Weibull distribution curve


From the paper by Troy Magennis

The Economic Impact of Software Development Process Choice - Cycle-time Analysis and Monte Carlo Simulation Results


Diminishing Information Value



Net-Net


5. Innovation AccountingKey highlights from Joe Vallone

• Data indicating pivot is ignored - HIPPO/Squeaky Wheel/FIFO.• Sunk costs must be ignored. Money allocated isn’t money

spent.• Weighted Shortest Job First as a way to prioritize projects for

funding WSJF = Cost or Delay/ Job Size.• Cost of delay = User-Business Value+Time Criticality+Risk

reduction or opportunity enablement value.


Modern Innovation Process

Prerequisites for business agility are 1) Predictability 2) Fast feedback to gather data and learn 3) Ability/ willingness to pivot or persevere 4) Lean-agile budgeting

NPV/IRR old methods-insufficient to measure risk in complex projects


Leading vs. Lagging IndicatorsROI, revenue, etc., can’t be used to prioritize projects as they are lagging indicators. The bad news is that there are no standard lagging indicators. “One metric that matters” changes from time to time. You might get attracted by a vanity metric if you don’t think.


6. Value Over Cost

• From Business Value Estimation session by Chris Sims

• Most teams spend way more time in cost/effort estimation of stories (seeking false precision), and not enough time on the business value estimate of each story


Value Estimation w/ Stakeholders• One simple technique is to have value estimation sessions, just

like planning poker sessions– Participants include all key stakeholders, facilitated by Product Owner– First force rank all stories on business value– Then assign Fibonacci (value) point cards to each story– PO benefits from listening to all the discussion/debate that happens

• Conduct planning poker and value estimation exercise independently, to not let one bias the other

• Then, do final prioritization based on both considerations– High value/low cost - quick wins, do them first– High value/high cost - try to break those stories down


Example


Why Focus on High Value Stories

From Jeff Sutherland’s Scrum@Scale Session


Need More Customer Validation



7. More than Lean Startup

Key highlights from Jurgen Appelo

He has added conceptualisation step to design thinking and lean startup


Hiring for Startup - A New Way• Hiring for startup is tougher than raising capital.• No office, hire globally, diversity is guaranteed.• No standup. Daily cafe, starts with 5 mins chit chat, topics

decided based on lean coffee style.It’s recorded on video.• Periodically the team meets at an exotic location. Money

saved on office is spent on these off sites.• Step-by-step process for the hiring funnel to weed out

unsuitable candidates as early as possible.


Crowdfunding Advantages• Hundreds of people who

invested in the venture became active advocates of the product.

• Going the VC route is unagile. Once you sign up, it’s hard to change directions. You can’t wait until the last opportune moment.

• Crowdfunding platforms charge 5 to 10%.


Golden Nuggets by Jurgen Appello• Most startups fail because they start scaling without validating.• Take time to stabilize after validation.• Startup = ideating + concepting + starting + validating + stabilizing.• Scaleup = scaling + establishing + expanding + maturing + exiting.• Lean canvas doesn’t connect the boxes correctly. The overlap

between various boxes can be better depicted by a model that resembles sequence diagram or a Gantt chart.

• Sequence diagrams can also be used to depict all the value streams and the current stage in their lifecycle.


Lean Canvas


Restructured Lean Canvas


8. Scrum@Scale• While SAFe is alive and well, Jeff Sutherland

(co-creator of Scrum) has offered a much simpler and lighter weight scaling framework Scrum@Scale

• SAFe gets some flak for being too heavy and bureaucratic - “just waterfall w/ Agile friendly terminology”

• Scrum@Scale LLC is a 50-50 JV w/ Scrum Alliance and Scrum Inc, offering trainings and certifications


Recent Issues - 2018

May-June 2018 Issue


S@S Promises Linear Scalibility



Scrum@Scale Framework

www.scrumatscale.com


S@S: Minimum Viable Bureaucracy• Three Scrum Teams

– Executive Action Team - removes roadblock above team level

– Enterprise MetaScrum - POs for refinement and prioritization

– Scrum of Scrums

• Strong Product Owner role reduces decision latency, which drives process efficiency



9. Learning to Experiment

Key highlights from Christopher Lucian, Jenny Wanger and Ian Maple


Design for Delight @ Intuit• Deep empathy - visit, observe,

take notes/photos, discover• Be a dummy, ask clarifications,

actively listen, don’t suggest• Go broad - generate many ideas• 2X2 narrowing - create grids

with word pairs speed/accuracy, cost/innovative, simple/versatile then put your ideas in the grid


A/B Testing• Good experimentation with quick feedback start narrowing the

choices. Time for A/B testing when the choice is narrowed to 2.• Take pride in measuring correctly, not in being correct.• Test something that is likely to change users’ behaviour.• External variables are likely to impact the results. But there is

no need to re-test if these are equally impacting A/B cohorts.


A/B Testing, continued...• Some bugs are likely to impact the test results. But check if the

bug is evenly impacting both A and B cohorts, then there is no need to fix and re-test.

• Data can be imprecise, pertaining to different time intervals, double counted etc. Accuracy costs; and is important. Double check your data if results are surprisingly favourable.

• Decide what is “good enough” to favour A or B before starting the experiment. Objective is to reach a decision.


10. Myth of 10x Developer• Paying for Performance...session by Adam

Yuret• Red Bead Experiment -

https://deming.org/explore/red-bead-experiment

• Variations exist in the system• All workers perform within a system that is

beyond their control• Individual performance rewards and

penalties don’t work


Just Regression to the Mean!


Myth of 10x Developer


11. Chaos Engineering


Chaos Monkey vs. Simian Army

According to Shahzad Zafar, Chaos Monkey only introduces random failures whereas the Simian Army does a lot more

• Chaos - Kills random instances• Chaos Gorilla - Kills zones• Chaos Kong - Kills regions• Latency - Degrades networks and injects faults• Conformity - Looks for outliers• Circus - Kills and launches instances to maintain zone balance• Doctor - fixes unhealthy resources• Janitor, Howler and Security do what their names indicate


What is Chaos Engineering?

It’s like setting up a scientific experiment:• Have a hypothesis - start with a why and expected behaviour• Have real-world events based on frequent incidents• Continuous experimentation - automate orchestration and

analysis of experiments• Measure business metrics & outcomes that will be impacted• Limit your blast radius• Make it as real as possible - ideally in production


Chaos Engineering - Recommendations• Start by testing the weakest link• Don’t forget to test people - identify your Brent• Inform stakeholders about risk of running experiments• Use value stream mapping to identify weak spots• Expect the unexpected, e.g., power outage results• Too many tools with dependencies - 1 out of 2 chance of

success.

n


12. Metrics for Agile

• Outcome vs. Output focus - Outcome Metrics Lead To Valuable Practices session by Skylar Watson, Tim Ottinger

• Goal-Question-Metric (GQM) Approach to Agile Metrics by John Tanner - https://www.leadingagile.com/2017/05/agile-metrics-gqm-approach/

•

• Outcome-Decision-Insight-Measure (ODIM) by Larry Maccherone - https://medium.com/@lmaccherone/odim-12d80823222

https://www.leadingagile.com/2017/05/agile-metrics-gqm-approach/


Balanced Metrics, Trending Pattern

Credit: Larry Maccherone, Troy Magennis http://focusedobjective.com/team-metrics-right/

For metrics to be useful, in identifying improvement opportunities

• Select a set of balanced & competing metrics

• Look at trend rather than static snapshots

• Measure at least one metric TREND in four different areas


Balanced Metrics For Teams (not from Agile2018)

1. Cycle Time for productivity, measure this from when work starts to when the feature is done. The shorter the cycle time, the more things are getting done in a given timebox.

2. Escaped Defects for customer satisfaction, measure this by the number of problems (bugs, defects, etc.) found in the product once it has been delivered to the user. The lower the defect rate, the more satisfied the customer is likely to be with the product.

3. Planned-to-Done Ratio for predictability, measuring is a simple exercise of documenting how much work the team commits to doing at the start of the sprint versus how much they have completed at the end of the sprint.

4. Happiness for team "health", build this into your sprint retrospectives. It creates awareness that puts the other three metrics into better context. If all the other metrics are perfect and happiness is low, then the team is probably getting burned out, fast.

https://www.agileconnection.com/article/4-balanced-metrics-tracking-agile-teams


Other Salient Points -VJ1. You may ignore economics, but economics won’t ignore you. -

Don Reinertsen2. Proved that mob programming is more productive than sum of

solo programming. - Amr Naoman3. Share your forecasts so frequently that clients stop asking

“When is the release date?”. - Rob Peiper4. A fool with a tool is still a fool. - Dom Price5. Unintentional experiments happen. Keep track of things even if

there is no immediate use. - Christoph Lucian


Other Salient Points - HE

1. More focus and talk on “Business Agility” - Business Agility is the measurement of a company’s ability to identify and meet market opportunities

2. AI Assisted Virtual Scrum Master - MyWizard platform at Accenture


•69

Hemant [email protected]

@HemantElhence

69

Vinayak [email protected]

@vinayakj


Your Trusted Agile Software Co-development Partner 1. Accelerate delivery of your

product/technology roadmap2. Address technology skills gap in

your inhouse team3. Save >50% with India based

software development talent4. Leverage US based professionals

to make is easy for your inhouse team to collaborate

70

71©SYNERZIP2018AGILE2018 Top 10 Takeaways

Representative Clients - 10+ Yrs

http://www.healthcarepayment.com/home.cfm

http://www.itko.com/

http://www.yagnaiq.com/index.htm

http://www.clearorbit.com/index.php?sess_id=b0a39bdaf17f0f7c5cd34f8cc3d49d10

http://www.zafesoft.com/index.asp

http://www.hallsettlementsystems.com/Default.aspx

http://www.fd2s.com/home.php

http://www.repliqa.com/

http://www.broadlane.com/index.html

http://www.neofirma.com/Default.aspx

http://www.fuelquest.com/

http://www.hartic.com/index.php

http://www.coretrace.com/

http://www.sourcecorp.com/Home.aspx


•74

Hemant [email protected]

@HemantElhence

74

Vinayak [email protected]

@vinayakj

75©SYNERZIP2017Corporate Overview 75©SYNERZIP2017Corporate Overview

Connect with Synerzip

@Synerzip

linkedin.com/company/synerzip

facebook.com/Synerzip

75

Not only do we help them scale their engineering capacity and accelerate their roadmap, we become their long-term partner and trusted advisor.

Headquartered in the US, Synerzip has its development center in Pune, India. We have more than 450 developers in our state-of-the-art facility, where we hire the best people and do great work.

THERE’S A REASON CLIENTS CHOOSE SYNERZIP

76

WE ARE YOUR DEVELOPMENT PARTNER

WE ARE TRULY AGILE

While many companies pay lip service to Agile, at Synerzip Agile is in our DNA. We deeply understand Agile values and mindset. For every client, we tailor our Agile practices to suit their context.

US + INDIA TEAM

Our India-based team of high-caliber software professionals allows us to offer over 50% cost advantage to our clients. Our US-based architects and product managers work on-site with clients to reduce the challenge of time-zone difference.

THOUGHT LEADERS

Our experienced software professionals provide product and technology leadership. You don’t need to provide detailed directions to our team. When appropriate, our professionals push back to help you make better technology decisions.

77

How Can Our Teams Help You?

At Synerzip, we pride ourselves on hiring talented people, paying well, and retaining and nurturing our talent. Happy employees result in great work. Just ask our clients, all of whom serve as references for Synerzip. We know that’s unprecedented, but so is the experience you’ll have working with Synerzip.

Our teams practice Lean Startup principles and are comprised of cross-functional professionals. Agile teams are dedicated to a specific client, exclusively. Since an employee selects the client project they work on, they are engaged and produce high quality work.

78

We believe our growing list of awards speaks to our capabilities. In 2016, Synerzip was names to the prestigious Inc. Magazine 500/5000 list for the sixth year in a row for continuous growth. Synerzip also was named by SiliconIndia Magazine as one of the Top 100 Tech Companies Founded and Managed by Indians in the US.

79

TEXAS | SILICON VALLEY | INDIA

80


Estimation Process


Outcome vs. Output

Outcomes are the difference made by the outputs

Outcomes are the benefit your customers receive from your stuff


Applying GQM


Use GQM for System Level


ODIM


Dominic PriceHead of R&D and Work Futurist at Atlasssian

The Future of Work and Healthy Teams• Efficiency vs Effectiveness

– Process vs Plays and Guardrails– Predictable vs Freedom– Outputs vs Outcomes

• Factories vs Labs– Status quo vs Use data and test assumptions– Fear culture vs Embrace failure

• Take Action!– Unlearn. Make work = play– Environment. Borderless. Curiosity > Consistency– Levers

Keynote Roundup


Keynote RoundupTroy MagennisFounder, Focused Objective; Former Sabre, Travelocity Executive

What is the story with Agile Data?• Data is not enough, charts are not enough• The story in the data must be told (& discussed) in

order to be convincing– Use historical data alone and we might be wrong due to context– Use intuition alone and we might be wrong due to cognitive bias– Data + Conversation

• Fastest way to get crappy data is to embarrass people• Better data come from safe, happy people• Measure outcomes not outputs


Kim ScottAuthor, Radical Candor; Former Google, Apple Executive

Keynote Roundup

Radical Candor: Love your work & the people you work with• Give a damn• Give Feedback

– Immediately– Criticize the situation, behavior and impact– Don’t criticize the personality– Criticize in private, praise in public

• “Clean Escalation”– Don’t let people talk badly about each other to you– Insist they talk with each other directly

@HemantElhence Hemant Elhence, CEO @vinayakj Vinayak ...€¦ · collaborators in CMU Software...

Documents

Transcript of @HemantElhence Hemant Elhence, CEO @vinayakj Vinayak ...€¦ · collaborators in CMU Software...