agile methods - 2 day workshop
DESCRIPTION
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book). Learn how to improve your Software Development or Business Intelligence processes using modern Agile project management in a fun, friendly and effective way! Traditional software project management is based on hierarchically driven, fixed outcome systems and processes. Agile project management, however, is an iterative planning & development approach that can be applied, day-to-day, to improve overall quality and customer satisfaction. This two day course covers the basic concepts of Agile project management and how these methodologies can be used within your organisation. This course aims to provide the tools for software managers and teams to improve customer satisfaction through the rapid and continuous delivery of useful software. We also look at how to use the best of traditional (or waterfall) processes within Agile techniques.TRANSCRIPT
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Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
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SHU-HA-RITHE STAGES OF LEARNING
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守 : SHU(BEGINNER)FOLLOW PRECISELY WITHOUT MODIFICATION
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破 :HA (PROFICIENT)SHIFTING BETWEEN TECHNIQUES
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離 : RI (MASTERY)UNCONSCIOUS CREATION OF NEW TECHNIQUES
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WHAT DOES BEING “AGILE” ACTUALLY MEAN?THE AGILE MANIFESTO
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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
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Waterfall (Incrementing)
Agile (Iterating)Images with thanks from Jeff Patton: http://www.agileproductdesign.com/
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INDIVIDUALS AND INTERACTIONSOVER PROCESSES AND TOOLS
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WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
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CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
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RESPONDING TO CHANGE OVER FOLLOWING A PLAN
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1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
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2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
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3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
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4. Business people and developers must work together daily throughout the project.
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5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
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6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
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7. Working software is the primary measure of progress.
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8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
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9. Continuous attention to technical excellence and good design enhances agility.
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10.Simplicity--the art of maximizing the amount of work not done--is essential.
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11. The best architectures, requirements, and designs emerge from self-organizing teams.
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12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
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Business change via sustained effort across the organisation
Change
Change
Change
Images shamelessly stolen from Ahmed Sidky (ICAgile)
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INSPECT ADAPT INSPECT
HOW DOES“AGILE”WORK
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WORKFLOW AND PROJECT MANAGEMENT
AUP, CRYSTAL CLEAR, DSDM, KANBAN, RUP, SCRUM
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KANBAN
1. Visualise (Card Wall)2. Limit WIP3. Manage Flow4. Make Policies Explicit5. Feedback Loops6. Improve Collaboratively
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LIMIT WIP
REDUCE LEAD TIME, IDENTIFY BLOCKS & CLEAR BOTTLENECKS
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SCRUM
* Iterative Product Development* 1-4 week Sprints* Formal Roles (Product Owner & Scrum Master)* Timeboxed Meetings
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DEVELOPMENT METHODS
BDD, FDD, RAD, LEAN SOFTWARE, XP
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Extreme Programming
ActivitiesWriting the SoftwareTesting the SoftwareListening to the Customer Designing & Refactoring
DevelopmentPair ProgrammingCommon Code StandardsClear System Metaphor
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QUALITY METHODS
TEST DRIVEN DEVELOPMENT
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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)
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MURA: UNEVENNESSMURI: OVERBURDENMUDA: WASTEUNDERSTANDING WASTE
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TRANSPORTATIONTHE 7 WASTES
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INVENTORYTHE 7 WASTES
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MOTIONTHE 7 WASTES
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WAITINGTHE 7 WASTES
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OVER PRODUCTIONTHE 7 WASTES
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OVER PROCESSINGTHE 7 WASTES
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DEFECTS THE 7 WASTES
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1. AGILE MEANS NO DOCUMENTATIONCOMMON AGILE MISTAKES
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2. NOT MEASURING, MONITORING OR CORRECTINGCOMMON AGILE MISTAKES
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COMMON AGILE MISTAKES
3. ASSUMING YOU CAN DO MORE WITH LESS
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COMMON AGILE MISTAKES
4. SKIMPING ON TRAINING AND EDUCATION
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COMMON AGILE MISTAKES
5. LACKING AN EXECUTIVE SPONSOR
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COMMON AGILE MISTAKES
6. THINKING AGILE IS FASTER OR EASY
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7. START WITH A TOOLCOMMON AGILE MISTAKES
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8. FAILING TO SCALECOMMON AGILE MISTAKES
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9. ASSUMING AGILE = SCRUMCOMMON AGILE MISTAKES
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TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE
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Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
CLICK TO DISCOVER MORE
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BUSINESS• USERS• CUSTOM
ER• PRODUC
T OWNER
TECHNICAL• SCRUM
MASTER• DEVELOP
ERS• TESTERS
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USERS WILL
USE THE SOFTWARE, IDENTIFY ISSUES & PROVIDE FEEDBACK
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USERS CAN BE
THERE ARE NO TYPICAL USERS
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USERS DO NOT
SET SCOPE OR TEST WORK
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CUSTOMERS WILL
DEFINE, START& END THE PROJECT
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CUSTOMERS CAN BE
INTERNAL MANAGERS OR EXTERNAL CLIENTS
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CUSTOMERS DO NOT
DIRECT WORK
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THE PRODUCT OWNER WILL
MANAGE THE PRODUCT BACKLOG, SET THE SCOPE & APPROVE RELEASES
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THE PRODUCT OWNER CAN BE
PROJECT MANAGER, PRODUCT MANAGER OR CUSTOMER
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THE PRODUCT OWNER DOES NOT
MANAGE THE TEAM
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THE SCRUM MASTER WILL
MANAGE THE AGILE PROCESS & REPORT ON PROGRESS
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THE SCRUM MASTER CAN BE
PROJECT MANAGER, TEAM LEADER OR TEAM MEMBER
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THE SCRUM MASTER DOES NOT
PRIORITISE FEATURES
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DEVELOPERS WILL
DEVELOP FEATURES, AND RESOLVE ISSUES
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DEVELOPERS CAN BE
DEVELOPERS, DESIGNERS, WRITERS, OR ADMINISTRATORSCROSS FUNCTIONAL
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DEVELOPERS DO NOT
PRIORITISE FEATURES
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TESTERS WILL
TEST, APPROVE OR REJECT FEATURES FOR RELEASE
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TESTERS CAN BE
EXISTING DEVELOPERS OR DEDICATED TESTERS
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TESTERS DO NOT
TEST THEIR OWN CODE
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7 +/- 2TYPICAL TEAM SIZE
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HAS AN INTEREST IN THE WORK & IS KEPT UP TO DATEINVOLVED PARTIES (CHICKENS)
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COMMITTED PARTIES (PIGS)
"DO" THE WORK & ARE RESPONSIBLE FOR THE RELEASE
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VALUE STREAM MAPPING
DEFINES THE ‘AS-IS’ STEPS & ROLES FOR EACH TASK
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TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE
![Page 84: Agile Methods - 2 day workshop](https://reader038.vdocument.in/reader038/viewer/2022103000/554a1092b4c9055c598b4b34/html5/thumbnails/84.jpg)
Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
CLICK TO DISCOVER MORE
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ALSO KNOWN AS
FEASIBILITY, SPRINT 0 (SCRUM) OR ITERATION 0 (XP)
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REDUCE RISK & UNCERTAINTYBY DEFINING THE HIGH LEVEL SCOPE
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ALIGN TO STRATEGIC GOALS, & TECHNICAL FRAMEWORKSSKILLS GAP ANALYSIS & RECRUITMENT
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BEGINNING THE PROCESS
AGILE PROJECTS HAVE MINIMAL INITIATION
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THE DEVELOPMENT TEAM SHOULD BE
ENGAGED DURING INITIATION
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CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIESCUSTOMERS SHARE ACCOUNTABILITY FOR DELIVERY
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REMOVE ANY POTENTIAL IMPEDIMENTS
ADD TRAINING TASKS TO THE BACKLOG
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“Friends don’t let friends use Microsoft Project”
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CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL)ALLOW CUSTOMERS TO SLOWLY DEFINE THEIR NEEDS
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HIGH PRIORITY• SUMMARY• ESTIMATE• DETAIL• FUNCTION• ACCEPTANCE CRITERIA
LOW PRIORITY• SUMMARY• ESTIMATE
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ESTIMATE THE PRODUCT BACKLOGFIRST ORDER ESTIMATE - USING STORY POINTS
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1, 2, 3, 5, 8, 13, 20, 40, 100FIBONACCI SEQUENCE
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EXPERT OPINION
THE TEAM MEMBER WITH SPECIFIC DOMAIN KNOWLEDGEE.G. A DBA ESTIMATING DATABASE TASKS.
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COMPARISON
COMPARING A TASK TO ANOTHER, ESTIMATED, TASK.E.G. TASK A IS ABOUT TWICE THE EFFORT OF TASK B
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COMPONENTS
BREAK A LARGE TASK INTO SMALL SUB-TASKSE.G. BREAK USER MANAGEMENT INTO INTERFACE, LOGIN, ACCESS CONTROL, ETC.
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PLANNING POKER
EACH TEAM MEMBER PLAYS A CARD REPRESENTING THEIR ESTIMATEEVERYONE PARTICIPATES TO REACH CONSENSUS
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Estimates must not be mentioned during planning discussion to avoid anchoring
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STAFF OVERHEAD: NON PROJECT TIME
ESTIMATED LEAVE, ILLNESS, BREAKS, MEETINGS ETC.GENERIC INDUSTRY MODIFIER: 25%
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DURATION CALCULATION
STORY COST X (OVERHEAD + 1) X (ESTIMATE RISK + 1)ESTIMATE RISK IS OPTIONAL
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FOR EXAMPLE
4 X (25% + 1) X (50%+ 1)= 4 X 1.25 X 1.5= 5 TO 7.5 HOURS
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ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKSSHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT & ADAPT
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- “How much is this going to cost?”- “As much as you’re willing to spend.”
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- “How long is this going to take?”- “As long as is necessary.”
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- “What am I going to get?”- “Whatever you tell us you want.”
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WORK IN PRIORITY ORDER, RELEASE QUICKLY & MONITOR BURN RATEFIXED COST
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WORK IN PRIORITY ORDER & ENFORCE ITERATION LENGTHFIXED TIME
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FIXED SCOPE
FOCUS ON BACKLOG DEFINITION AND ESTIMATION
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FIXED COST AND TIME
CALCULATE TOTAL COST AS COST PER ITERATION
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FIXED COST AND SCOPE
INCREASE THE ESTIMATE RISK DURING ITERATION 0
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FIXED TIME AND SCOPE
PRE-ASSIGN WORK TO ITERATIONS & PAD SCHEDULE WITH EXTRA ITERATIONS
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FIXED COST, TIME AND SCOPE
CANCEL THE PROJECT
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TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE
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Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
CLICK TO DISCOVER MORE
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CONVERT THE BACKLOG INTO A REALISTIC GOALITERATION PLANNING
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THIS IS A CREATIVE PROCESS: PREPARE BEFOREHANDSUPPLY PAPER, A WHITEBOARD AND INTERNET ACCESS.
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PRIORITISE THE PRODUCT BACKLOGBEFORE THE PLANNING WORKSHOP
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DEFINE THE BUSINESS GOAL FOR THE ITERATIONPART 1: BUSINESS PLANNING
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ENCOURAGE A STABLE & CONSISTENT WORKFLOW
ITERATION SCOPE IS LIMITED BY TEAM VELOCITY
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PART 2: TECHNICAL PLANNING
DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
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CREATE THE ITERATION BACKLOG (IN HIGH DETAIL)OWNED & MAINTAINED BY THE DEVELOPERS
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PLAN, DESIGN & ESTIMATE TASKSTECHNICAL SPECIFICATIONS
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Highest Priority Task
Test-Driven Development
BuildCommit
Continuous Integration
Done
Testing
Deploy
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GET HIGHEST PRIORITY FEATUREALLOW DEVELOPERS TO CHOOSE THEIR TASKS
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KANBAN (かんばん )WORKFLOW MONITORING & VISUALISATION
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CAN BE AS SIMPLE OR COMPLEX AS REQUIREDTHE FLOW OF VALUE THROUGH THE SYSTEM
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Backlog Build Test Done
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Backlog Analysis Build Test Stage Doc’ Release Done
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KANBAN: CLASS OF SERVICE
EXPEDITEFIXED DELIVERY STANDARD CLASSINTANGIBLE CLASS
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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
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TEST COVERAGE
FUNCTIONS, BOUNDARY CASES, USER INTERFACE & PERFORMANCE
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TEST TYPES
DEFECT, USABILITY, FUNCTIONALITY & DATA
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PAIR PROGRAMMING:CODER + REVIEWERBUILD
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CODE STANDARDS: A COMMON CODING STYLEBUILD
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SYSTEM METAPHOR:CLEAR NAMING STANDARDSBUILD
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REGULAR COMMITSVERSION CONTROL
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AUTOMATED: UNIT TESTING, COVERAGE, DOCUMENTATION, STANDARDS & BUILDCONTINUOUS INTEGRATION
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WHAT DID YOU DO YESTERDAY?DAILY SCRUM
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WHAT WILL YOU DO TODAY?DAILY SCRUM
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ARE THERE ANY ISSUES?DAILY SCRUM
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SCRUM OF SCRUMSFOR LARGE TEAMS
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CUSTOMERS CAN ALWAYS SEE PROGRESSPROMOTING TRANSPARENCY THROUGH THE SCRUMS AND BACKLOG
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VIEW PROGRESS AGAINST THE RELEASE
IMPROVE FUTURE ESTIMATES
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PROGRESS MONITORING
BURNUP CHARTSBURNDOWN CHARTSCUMULATIVE FLOW STATISTICAL RUN
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EFFORT VISUALISATION
PLOT DELIVERED FUNCTIONALITY AGAINST VELOCITY
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BURNUP CHART
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BURNDOWN CHART
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VELOCITY
HOW MUCH WORK CAN BE DELIVERED PER ITERATION
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DON'T MANAGE BY NUMBERS
IDENTIFY PROBLEM TRENDS EARLY
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DISCOVERY
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SCOPE CREEP
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PLATEAU
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TOO MANY FEATURES
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TRACKING EPICS
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PLOT DELIVERED FUNCTIONALITY AGAINST DURATION EFFORT VISUALISATION
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CUMULATIVE FLOW DIAGRAM
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AVERAGE TIME TO COMPLETE A TASK FROM STARTCYCLE TIME
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AVERAGE TIME TO COMPLETE A TASK FROM REQUESTLEAD TIME
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DON'T MANAGE BY NUMBERS
IDENTIFY PROBLEM TRENDS EARLY
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BOTTLENECK
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POOR FLOW
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LARGE WIP LIMIT
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LONG LEAD TIME
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PLATEAU
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PLOT CYCLE TIME AGAINST AVERAGE DURATION VISUALISATION
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CYCLE TIME RUN CHARTS
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DON'T MANAGE BY NUMBERS
IDENTIFY PROBLEM TRENDS EARLY
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PROCESS TREND
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PROCESS SHIFT
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EXTREME PROCESS VARIATION
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DIFFERS BY ORGANISATION
WHAT DOES “DONE” MEAN?
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DEFINITION OF “DONE”
DOCUMENTATION?UAT?BUILT / COMPILED?
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WHAT DOES“NOT DONE”MEAN?REMEMBER THE PRIMARY MEASURE OF PROGRESS
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PER ITERATION OR ACROSS ITERATIONSDEPLOY
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PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
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RETROSPECTIVE & KAIZEN (改善 )CONTINUOUS IMPROVEMENT
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WHAT WENT WELL?ITERATION RETROSPECTIVE
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ADD ACTIONABLE TASKS TO THE PRODUCT BACKLOG
WHAT COULD BE IMPROVED?
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KAIZEN EMPHASISES
TEAMWORK, DISCIPLINE & MORALE
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TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE