agile fundamentals
DESCRIPTION
Presentation to PMI Atlanta Chapter Agile LIGTRANSCRIPT
Agile Fundamentals
Connecting the Strategy and ExecutionHBR: The Next Revolution in Productivity
The Agile EnterpriseStrategically Aligned, Throughput Focused, Human Powered
Agile in the EnterpriseCore Team Member
Exploiting Agile DevelopmentCutter: Rethinking the Agile Enterprise
Agile Business AnalysisAgile Extension to the BABOK
“In a time growth and change, Dennis Stevens helped us identify and develop the capabilities needed to deliver technology that was critical to our success." -- Mike Rouse, COO, Security First Network Bank
“Dennis Stevens helped us align business analysis, architecture, development, QA, support and implementation. He was an advocate for the success of our business" -- Rob Andes, CTO, John Deere
“Dennis Stevens helped us develop a structured approach that connected customer value to execution. He helped us deliver over $200 million in value to our customers.” -- Ric Merrifield, Microsoft Corporation • OPM3
• PMI Agile LIG• PMI Agile CoP• PMI Agile Certification
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors• Agile Roles• Agile Ceremonies• Agile Fundamental Ideas• Q&A
Agenda
• Roots of Agile
What is Agile?Agile:
1. (adj.) Characterized by quickness, lightness, and ease of movement; nimble.
2. (adj.) Mentally quick or alert.
3. (n.) A group of product development methodologies based on iterative and incremental development, where requirements emerge through feedback with the customer and solutions evolve through collaboration between members of self-organizing, cross-functional teams.
Predictive Approach
• The way Traditional, or Predictive Approach, shapes the definition of Scope, control of Project Schedule and Cost, and management of the software development process based on roots in scientific management, plan driven management, and manufacturing
Predictive ApproachScientific Management
• Frederick Taylor - 1880’s and 1890’s
• Transformation of Craft Production into Mass Production– Work Simplification– Specialization– Resource Optimization through Time in Motion Studies– Piece-rate pay
• Initial Benefits in Manufacturing– Significant reduction in per unit labor costs– Transfer of unskilled agrarian workforce into productive manufacturing
resources– Standards in productivity
• Result of Scientific Management in Knowledge Work– Low intrinsic value for the skilled worker– Low job satisfaction for everyone over time– Deskilling and dehumanizing work conditions– Increase in management to worker ratio– Reduction in innovation
Predictive ApproachScientific Management
Predictive ApproachPlan Driven Management
• Henry Gantt in 1918• Henry Ford mass production• DoD uses PERT in 1957• PMBOK 1987
• Improve predictability and coordination – Define all tasks and efforts upfront– Provide a governance (coordination and control) mechanism– Upfront definition of all tasks and effort estimates
Predictive ApproachPlan Driven Management
• Initial Benefits in Manufacturing– Mass production– Huge expansion of manufacturing– Transformation of world economy
• Result of Plan Driven Approach in Knowledge Work– Gains are lost and losses accumulate– Delays in delivery– Lack of flexibility– Over production of work– Stifling of innovation
Predictive ApproachWaterfall
Documented by Winston Royce in 1970
Reduce cost of change• Only proceed to the next phase when the prior phase is complete• Early identification of defects• Protect the organization from changes in personnel through detailed
documentation• Protect downstream capacity from flawed product upstream
Predictive ApproachWaterfall
• Initial Benefits of Waterfall• Thorough design of the plant saves costs from miscues• Quality control at each step protects downstream capacity
• Results of Waterfall in Knowledge Work– Implementation details that become known as we progress invalidates
earlier design decisions– Lack of transparency– Poor risk management– Residual technical debt– “The Blind Men and the Elephant”
Predictive Approach
• A focus on process and tools
• Comprehensive documentation
• Detailed upfront definition and strong change control
• Rigorous adherence to a detailed plan
• The more projects struggle to more these items are emphasized
Agenda
• Roots of Agile• Agile Manifesto
1960 1970 1980 1990 2000Project MercuryNASA
Gerald WeinbergIncremental andIterative Development
Half-day iterations
Test driven development
IBM FederalSystems Division:- Incremental & iterative- Feedback-driven requirements- Evolving design & architecture
1976Tom GilbEVO EvolutionaryProject Manag.- Adaptive iterations- Fast time to value
1980GeraldWeinbergAdaptiveProgramming:The New ReligionSmall increments,Customer-drivenfeedback
1985BarryBoehmSpiral ModelTeam priorizationbased on risk
1986Fred Brooks“No Silver Bullet”Agile Developmentover Waterfal
1990 - Sutherland & SchwaberScrum PM FrameworkTime-boxed iterations (30 days)Small and co-located, Inspect & adapt
1985 - Takeuchi & NonakaThe New New ProductDevelopment Game- Cross-functional team- Self-organizing team- Legitimate power- Sense of mission
1998 - Alistair CockburnCrystal FamilyPeople & Communications, DesignPrinciples, Domains, Bare Sufficiency
1996 - Beck,Cunningham & JeffriesExtreme ProgrammingEngineering Practices
1997 - Jeff de LucaFeature Driven DevelopmentDeliver tangible, working softwarerepeatedly in a timely manner
2000 – Robert CharetteLean DevelopmentStrategic Focus, Lean Production,Risk Entrepreneurship,Stretch Goals
FIRSTGENERATION
SECONDGENERATION
1995 – Booch,Rumbaugh & JacobsonRational Unified ProcessArchitecture Focus
1994
Dynamic SystemDevelopment MethodFormalization of RAD
Timeline 2001 Agile Manifesto
With the help of Luiz Cláudio Parzianello.
Some had been having better success
What did they have in common?
17 software development thought leaders
XP, Scrum, DSDM, Adaptive Software Development, Crystal, FDD, and Pragmatic Programming
Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we
have come to value:
• Individuals and interactions over process and tools• Working software over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors
Agile ApproachesScrum-Roles and Ceremonies
• Three Roles– Product Owner– Team (Delivery Team)– Scrum Master
• Artifacts– Product Backlog– Sprint Backlog– Working Tested Deployable Software
• Ceremonies– Sprint Planning– Daily Standup– Sprint Review– Sprint Retrospective
Agile ApproachesXP-Technical Excellence
• Fine scale feedback– Pair programming– Planning game– Test Driven Development– Whole Team (Acceptance Tests)
• Continuous Process– Continuous Integration– Refactoring– Small Releases– Coding Standards
• Shared Understanding– Collective Code Ownership– Simple Design– System Metaphor
• Programmer Welfare– Sustainable Pace
Agile ApproachesFeature Driven Development
• Develop an overall model– Develop a high-level model of the system and use peer review and
discussion to refine• Build a feature list
– Create a list of features (client valued increment of functionality) from the high level model
• Plan by feature– Progressively elaborate features
• Design by feature– Develop specifications for each feature
• Build by feature– Develop, test, and promote the feature
Agile ApproachesKanban-Ongoing Improvement
• Make Work Visible– A more explicit task board than scrum
• Limit Work in Progress– Explicitly limit the number of tasks, stories, features, and epics
• Help Work to Flow– Focus on optimizing for flow – not optimization or number of projects
active at a time• Make policies explicit
– Management inclusion• Evolutionary change
– Improve processes using improvement models based on performance data
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors• Agile Roles
Delivery Teams
Delivery Team
A team that has everything they need to deliver a working increment of tested, documented, deployable software at the end of every sprint.
Delivery Teams
Delivery Team
Developers
Delivery Teams
Developers
Testers
Delivery Teams
Developers
Testers
Analyst
Delivery Teams
Developers
Testers
Analyst
Specialists
Delivery Teams
Developers
Testers
Analyst
Generalizing Specialists
Delivery Teams
Developers
Testers
AnalystProcess
Coordinator
Generalizing Specialists
Delivery Teams
Developers
Testers
Analyst
CSM
Generalizing Specialists
Delivery Teams
Developers
Testers
AnalystKanbanMaster
Generalizing Specialists
Delivery Teams
Developers
Testers
AnalystTeamLead
Generalizing Specialists
Delivery Teams
Developers
Testers
Analyst
Steward
Generalizing Specialists
Delivery Teams
Developers
Testers
AnalystScrum Master
Generalizing Specialists
Delivery Teams
Scrum Master
• Ensures the delivery team is functional and productive
• Facilitates Daily Stand Up• Facilitates Sprint Planning• Facilitates Sprint Review• Facilitates Retrospective• Participates in Release Planning Meeting• Removes Impediments• Facilitates Improvements
Developers
Testers
Analyst
Steward
Generalizing Specialists
Product Owner
Product Owner
Product Owner
• Responsible for the business value of the project• Ensures the product owner team is functional and productive• PO Steward/ rep(s) optionally participate in Daily Stand Up• PO Steward and rep(s) prepare for and participate in Sprint
Planning• PO Steward and rep(s) participate in Sprint Review• PO Steward/ rep(s) optionally participate in Retrospective• Prepares for and Facilitates Release Planning Meeting• Facilitates Product Owner Improvements
Product Owner Team
Product Owner
Product Owner Team
Product Owner Team
A team that has everything they need to:
- identify and prioritize business value increments, - scope the smallest solution that might possibly deliver on the business
value increment, - prepare the runway for the delivery teams, - coordinate the implementation of the business value increment when it
is delivered.
Product Owner Team
Product OwnerTeam
Product Owner Team
Product Manager
Product Owner Team
Governance
Product Manager
Product Owner Team
Business Analyst
Governance
Product Manager
Product Owner Team
Business Analyst
Governance
UAT / IVV
Product Manager
Product Owner Team
Project Manager
Business Analyst
Governance
UAT / IVV
Product Manager
Product Owner Team
Project Manager
Business Analyst
Governance
UAT / IVV
Product Manager
User Experience
Product Owner Team
Project Manager
Business Analyst
Governance
Steward
UAT / IVV
Product Manager
User Experience
Product Owner Team
Project Manager
Business Analyst
Governance
Product Owner
UAT / IVV
Product Manager
User Experience
Product Owner Team
Project Manager
Business Analyst
Governance
Product Owner
UAT / IVV
Product Manager
User Experience
Delivery
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors• Agile Roles• Agile Ceremonies
Overall Flow
Visioning
Visioning
• Product owner– Prepares product vision, strategy and goals
• Participants as needed– Everyone proposes a set of Product Stories
• Not by architecture layer – a discrete set of value– Customer value and frequency and business priority– Define risks associated stories with the product stories
• Organizational risk: Does the delivery team do it• Technical risk: Do we have the technology to do it• Business risk: Do we have clear business outcomes
• Architecture, UX, and Design– Define Architecturally significant stories– Perform sufficient design to provide roadmap
Release Planning
Release Planning
Release Planning Inputs• A focused goal for the release• A prioritized set of user stories – business value ranking• Risks associated with the storiesRelease Planning Process• The delivery team assesses the groomed backlog• Split the stories into small enough to plan• Order the stories into the current release (the smallest product where the
benefits outweigh the cost of releasing), the following release, and future releases
• Prioritize the stories and risks in the current release• Plan to address risks ahead of the related stories
Specification
Specification
• Groom the Backlog
• Product Owner Team works with Delivery Team to prepare Specifications (Acceptance Criteria, Screenshots, Mock-Ups, Use Case Updates, etc.) for Sprint Planning
• Stories will have sufficient specification to allow teams to adequately plan and commit to the Sprint
• The delivery team will have sufficient insight prior to the Sprint Planning to responsibly participate in Sprint planning
Sprint Cadence
Scheduled in Advance• Sprint Planning
• Daily Standups• Sprint Review• Retrospective
No Surprises
Sprint Planning
Sprint Planning
• Review the highest priority stories in backlog
• Make sure stories are “ready” to be delivered – identify sufficient stories to fill the next sprint
• The delivery team will decompose the stories into the tasks required to deliver on the sprint
• The tasks will be estimated in ideal hours by the delivery team with no task being greater than 6-8 hours
• The delivery team will include tasks to address risks associated with the stories committed in the sprint
• Stories may be further split for future sprints by explicitly identifying the acceptance criteria for the current sprint (dirt road, gravel road, etc)
Daily Standup
Daily Standup Meeting
• Daily Stand-ups are where the team self organizes
• These follow the same pattern of drive risk down early and deliver value
• Everyone commits to attending the daily standup, being “present” during the standup, and engaging to support the team
• Tasks are pulled – not assigned – in the daily standup
• Problems are not resolved in the daily standup. After meetings are scheduled at the daily standup – these are placed on a meeting roster or as tasks on the board
Sprint Review/ Product Demo
Sprint Review/ Product Demo• The delivery team reviews the stories delivered against the agreed upon
acceptance criteria with the product owner team
• The product owner team provides feedback on the product and the success of the delivery team
• Only 100% completed stories (delivered, tested, deployable, and documented) are presented
• Demonstrate completed functionality to interested stakeholders and/or customers
Retrospective
Retrospective
• This is attended by the delivery team• Three questions:
– What is working?– What is not working?– What changes can help the team?
• Candidly focus on overall performance and identify strategies to improve its processes
• Review retrospective parking lot items capturing during the sprint• The team lead / team coach can make suggestions to the team about
improving performance• Agree to take explicit actions to improve performance• Update documentation in the team room to reflect changes• Hold the team accountable for the updated working agreements
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors• Agile Roles• Agile Ceremonies• Agile Fundamental Concepts
Agile Fundamental Concepts
1. Value Driven DeliveryDeliver value by understanding and prioritizing what is important to the customer and the business, providing quality results incrementally, and obtaining feedback to improve the result delivered.
Agile Fundamental Concepts
2. Stakeholder EngagementEstablishing and maintaining mechanisms that ensure that all current and future interested parties are appropriately participating throughout the lifecycle of the project.
Agile Fundamental Concepts
3. Boost Team PerformanceBoost team performance through creating an environment of trust, learning, collaborative decision making, commitment and conflict resolution, thereby enhancing relationships amongst individual team members.
Agile Fundamental Concepts
4. Adaptive PlanningWork with the team and the stakeholders to produce and maintain an evolving plan from initiation to close based on goals, business values, risks, constraints, and stakeholder feedback.
Agile Fundamental Concepts
5. Problem Detection and ResolutionIdentify problems, impediments, and risks; determine strategies for dealing with them; and execute the strategy.
Agile Fundamental Concepts
6. Continuous ImprovementReflect on performance and improve the quality, effectiveness, and flexibility of the product, process and team and influence the organization in order to better deliver value now and in the future.
Agenda
• Roots of Agile• Agile Manifesto• Agile Flavors• Agile Roles• Agile Ceremonies• Agile Fundamental Ideas• Q&A
PMI Agile LIG
• To participate in the Atlanta Agile Community– PMI Atlanta Chapter Agile LIG
http://www.pmiatlanta.org– Scrum Meet-up
http://www.meetup.com/agile-38/– Agile Atlanta
http://www.agileatlanta.org
• Participate in the Agile PMI Virtual Community http://www.agile.vc.pmi.org
• Information about certification including reference bookshttp://www.pmi.org/Agile
Q&A
What questions do you have about Agile?