agile mëtteg series - session 4

Continuous improvement in practiceAgile Mëtteg – June 17th, 2010

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OBJECTIVES & AGENDA

ObjectivesThis session will give you a quick overview of agile values and principles. It will then focus on a key aspect (continuous improvement) and provide you with practical examples and techniques to help your team learn and become more efficient.

AgendaIntroduction of Agile PartnerThe attendeesIntroduction to the values of Agile Software Development Overview of Scrum and Lean principles Continuous improvement and agile retrospectives Techniques and tips for conducting retrospectives Q&A

June 17th, 2010 Agile Mëtteg - Continuous improvement in practice

AGILE PARTNER SERVICES

IS users

Services

Software

Development

& Softwa

reMaintenance

ISSolutions

IS Services

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Custom Software Development & Maintenance

Our core business to answer customer needs

IS servicesThanks to our expertise we can support IT team to reach their productivity & quality objectives (Assessment, Coaching, Support, Training, Resource delegation…)

IS SolutionsTake benefit from commercial or Open Source platform to answer as quick as possible to specific needs

IS users servicesWe can support Product & Services owners to work closely with the IT team (Assessment, Coaching, Support, Training, Resource delegation…)


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LET’S GET ACQUAINTED


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PRESENTATION OF THE ATTENDEES

Who are you ?What is your role ?What do you know about agility ?What are your expectations ?


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AGILITY – IT’S A MINDSET


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THE THREE PILARS

TRANSPARENCY to share a vision and create visibility

ensures that aspects of the process that affect the outcome must be visible, agreed and shared to those managing the outcomes.

INSPECTION to react rapidlyThe various aspects of the process must be inspected frequently enough so that unacceptable variances in the process can be detected.

ADAPTATION to respond more accurately to the needs

An adjustment must be made as quickly as possible to minimize further deviation if one or more aspects of the process are outside acceptable limits, and that the resulting product will be unacceptable


Source: SCRUM GUIDE By Ken Schwaber, May, 2009

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THE 4 VALUES

Extract from Manifesto for Agile Software Development:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaborationover contract negotiation

Responding to change over following a plan


Source: http://www.agilemanifesto.org/

http://www.agilemanifesto.org/

Agile Mëtteg - Continuous improvement in practice

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LEAN SW DEV: 7 PRINCIPLES

1. Eliminate WasteFocus: Is the task useful to reach the objectives

2. Build Quality In Focus: Quality is a day to day attitude

3. Create Knowledge Focus: Learn from experiences to be more efficient after

4. Defer Commitment Focus: Take decision as soon as you have relevant information

5. Deliver Fast Focus: Reduce lead time to correct defect

6. Respect People Focus: Prefer to work as a Team instead of as a Group

7. Optimize The WholeFocus: Evaluate / Measure Value stream to optimize on right

levelSource: Poppendieck.LLC

June 17th, 2010


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ADAPTATION vs. ANTICIPATION

Source: Succeeding with Agile: Software Development using Scrum, Mike Cohn , Addison-Wesley, 2009

June 17th, 2010

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OVERVIEW OF SCRUM AND KANBAN



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SCRUM

Product Owner

Scrum Master

Team

June 17th, 2010


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WHEN TO USE SCRUM

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

Scrum performs here

June 17th, 2010


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KANBAN – LEAN INITIATIVE

June 17th, 2010

Source: Kanban and Scrum making the most of both – Henri Kniberg & Mathias Skarin


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WHEN TO USE KANBAN

Optimize a organization in terms ofperformance of the organizationquantity of valuable work delivered cycle time to deliver work

Encourages discussion about improvements and action to take because it

provides transparency into the process and its flowexposes bottlenecks, queues, variability and waste

June 17th, 2010

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CONTINUOUS IMPROVEMENT AND AGILE RETROSPECTIVES


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CONTINUOUS IMPROVEMENT PROCESS


Incorporate the principle to take benefit of the lessons learned

Based on the principles of the Deming Cycle

http://upload.wikimedia.org/wikipedia/commons/6/62/RoueDeDeming.PNG

Continuous improvement is not only related to agility.

Examples of techniques used in continuous improvement to analyze problems encountered during a project :

The « five WHY »« Project post mortem » review« Fishbone » diagram

Who has already used one of these techniques ?


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Agile specificity with Scrum :

Feedback is asked regularly, all along the project, and the benefits are for the project

itself


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SCRUM feedback loops address two aspects of agile projects :

To adapt the product to its environment all along the projectTo adapt the development process all along the project

Agile retrospectives only focus on the development process


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TECHNIQUES AND TIPS FOR CONDUCTING RETROSPECTIVES


The “best” structure of an agile retrospective

The « best » structure for an agile retrospective is :

1.Set the stage2.Gather data3.Generate insights4.Decide what to do5.Close the retrospective


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Source: Agile retrospectives by Esther Derby and Diana Larsen

Benefits

Benefits for the team

• Using this structure will help the team do :• Understand different points of view• Follow a natural order of thinking• Take a comprehensive view of the team’s

current methods and practices• Allow the discussion to go where it needs to

go, rather than predetermining the outcome• Leave the retrospective with concrete actions

and experiments for the next iteration


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CASE STUDY

Let’s make the retrospective of this seminar !

June 17th, 2010

1. Set the stage

1. Set the stage

• Goals of the session

• Agenda of the session

• Activity to set the stage and prepare all the attendees to be in a participative mode

• e.g. : « Check-In », asking a question everybody can answer. « I pass » is allowed.

• « In one or two words, what do you think about this seminar ? »


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2. Gather data

2. Gather data

• Make a picture of the iteration

• Start with events, metrics and features completed

• Activity :• e.g. : « Mad Sad Glad » to gather data

about feelings and discover the sources of satisfying and unsatisfying times.


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3. Generate insights

3. Generate insights

• Analyze what contributed to success

• Investigate breakdowns and deficiencies

• Find solutions and additional possibilities• Analyze pros and cons of each possibility• Make a list of potential improvements

• Activity :• e.g. : « Brainstorming with Talking Token »+ « Voting with Dots »


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4. Decide what to do


• Pick one or two experiments for the next iteration

• Transform ideas into priorities and action plans

• Create new items in the backlog to be sure that they will be taken into account

• Activity : • e.g. : « SMART Goals »


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« SMART Goals » :

Specific Measurable Attainable Relevant

Timely


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5. Close the retrospective

5. Close the retrospective

• Ask what they have learned from the retrospective

• Make a retrospective of the retrospective

• Inspect and adapt also applies to retrospectives

• Activity :• e.g. : « ROTI or Return on Time Invested »


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CONCLUSION

June 17th, 2010


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Learn to learn

June 17th, 2010

Based on the Deming wheel (or cycle)

Leveraging learning and consolidate the gains

The objective to reach is the creation of added value

The wheel evolves continuously towards the target

The spacers are used to consolidate gains and prevent the wheel to come back down

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AN UNIVERSAL APPROACH

June 17th, 2010

• Evaluation of results (retrospectives, …)

• Communication on experiences within the organization

• Define actions for continuous improvement

• Get ready (training, coaching,…)

• Pilot phase,…

• Evaluation of maturity

• Actions plan adapted to the context

Plan

DOChec

k

Act


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NEXT TRAININGS & CERTIFICATIONS

Certifications Duration Date Status

Certified Scrum Master 2 days 20 April Done

Certified Scrum Product Owner

2 days 16 November

Planned

June 17th, 2010

Courses Duration

July August

Sept.

Agile methods 1 day 12 16 13

Scrum 2 days 13 17 14

Scrum Advanced 1 day 15 19 16

Scrum Product Owner

2 days 01 - -

Software factory 3 days - 23 -

eXtreme Programming

2 days 8 - 20

Complete calendar on: http://www.agilepartner.net/training/training_calendar.html

http://www.agilepartner.net/training/training_calendar.html


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RESOURCES

Agile Partner: www.agilepartner.net

Agile Interest Group Luxembourg: www.aiglu.org

Agile Alliance: www.agilealliance.org Scrum alliance: www.scrumalliance.org Scrum.org

June 17th, 2010

http://www.agilepartner.net/

http://www.aiglu.org/

http://www.agilealliance.org/

http://www.scrumalliance.org/

http://www.scrum.org/


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CONTACTS

Thank You

June 17th, 2010

Guy FABIEN Sylvain CHERY

Senior Consultant [email protected] [email protected]

+352 621 256 436 +352 691 555 221

Yann GENSOLLEN

[email protected]

+352 691 555 085

mailto:[email protected]

agile mëtteg series - session 4

Business

quick overview of agile

practiceagile mtteg

team assessment

toolsworking software

quality infocus

commitment focus

knowledge focus

rapidlythe various aspects