agile to the bone - universität bernscg.unibe.ch/.../ese-03agiletothebone.pdf · 2013-10-08 ·...
TRANSCRIPT
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Agile to the BoneIntroduction to Agileby Pietari Kettunen
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Agenda● Problem with traditional software
engineering● Why Agile is the solution?● Roots of Agile● Values of Agile● Common implementations
○ Scrum○ Kanban
● Common pitfalls
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Me● Born in Finland● M.Sc. on Software Engineering from
Tampere University of Technology● ~10 years of experience● Employed by Swisscom Strategy & Innovation● Contact:
○ Twitter: @Pietrotull○ [email protected]
● Blog: www.pietrotull.com
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Traditional S.E.
● Modelled after construction engineering○ Architect○ Software Architecture○ Build tools
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Nou Mestalla
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Shame of Scotland
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The Problem“Only thing that is constant is change”
- Heraclitus
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Construction vs Softwarelow design cost & high build cost
vshigh design cost & minimal “build” cost
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The Solution: Agile
● Adaptation● Embrace change
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The Essence of Agile“Agile methods are adaptive rather than
predictive”- Martin Fowler
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Roots of Agile Movement● MIT Hacker Culture● Organizational Patterns by James O.
Coplien● Toyota Manufacturing System● The New Product Development Game -1986
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Agile Manifesto● February 2001
○ Kent Beck○ Mike Beedle○ Arie van Bennekum○ Alistair Cockburn○ Ward Cunningham○ Martin Fowler○ James Grenning○ Jim Highsmith
○ Andrew Hunt○ Ron Jeffries○ Jon Kern○ Brian Marick○ Robert C. Martin○ Steve Mellor○ Ken Schwaber○ Jeff Sutherland○ Dave Thomas
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Agile ManifestoIndividuals and interactions over
processes and toolsWorking software over
comprehensive documentationCustomer collaboration over
contract negotiationResponding to change over
following a plan
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12 Principles of Agile● customer
satisfaction● embrace change● frequent delivery● collaboration● motivated
individuals● face to face
● working software● sustainable
development● technical
excellence● simplicity● self-organizing
team● retrospection
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Communication
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Holy Trinity of Software
● Lean Software Development● Agile● Software Craftsmanship
Sofware Craftmanship
Lean Agile
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LeanThree enemies of effectiviness● Muda
○ waste● Mura
○ inconsistencies● Muri
○ disturbances in the flow
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Lean applied to software● Eliminate Waste● Build Quality In● Create Knowledge● Defer Commitment● Deliver Fast● Respect People● Optimize the Wholeby Mary Poppendieck
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Software CraftmanshipNot only working software,
but also well-crafted softwareNot only responding to change,
but also steadily adding valueNot only individuals and interactions,
but also a community of professionalsNot only customer collaboration,
but also productive partnerships
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Why Agile Works● Cynefin framework● Nature of exploration● do - evaluate - adjust
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Yin & Yang of Agile● Technical Practises● Process Management
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Technical practices● Pair programming● Test driven development● Continuous integration● Continuous deployment● Behaviour driven development / specification
by example
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Process Methodologies● Scrum● Kanban● XP
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Process Methods● Just In Time decisions● Pull -mechanism● Visualization ● Transparency● Splitting work into smaller pieces● Limiting work in process
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Scrum
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Scrum
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Pioneering ScrumScrum (early 90’s)● Jeff Sutherland (Easel Corp)● Ken Schwaber (Advanced Development
Methods)
Jeff & Ken collaborated to present● Scrum methodology at OOPSLA ’95
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Scrum● Agile process for producing business value ● Iterative● Produce value● does NOT prescribe technical practises
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Scrum in action
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Scrum Roles● Product owner● Scrum master● Team
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Product Owner● Decides priorities / order● Vision of the product
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ScrumMaster● Takes care of the process● Enables the team to do their work● Owns the impediment list
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Team● Makes the magic happen● Crossfunctional
○ includes all the skills to finish the product● Self-organizing
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Scrum Ceremonies1. Sprint planning2. Daily scrum meeting3. Spring review4. Spring retrospective
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1. Sprint planningWho
● Team, ScrumMaster & Product OwnerAgenda
● Discuss top priority backlog items● Team selects which to do
Why● Know what will be worked on● Understand it enough to do it
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2. The daily scrumParameters:
● Daily● max 15 minutes● standing
Not a problem solving meeting● Whole world is invited● only team, ScrumMaster, Product Owner
can talk
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2. The daily scrumQuestions
1. What did you do?2. What will you do?3. Is there anything stopping you?
(impediment)
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3. Sprint review● Inspect and adapt the product● Team presents what was accomplished● Typically involves a demo● Informal
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4. Retrospective● Inspect and adapt the process● Everyone can participate
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Scrum Artifacts● Product backlog● Sprint goal● Sprint backlog● Burndown chart● Impediment List
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Product backlog● List of desired work● Ordered / prioritized by the product owner● Reorganized at the start of each sprint
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Sprint goalHigh level summary of where the focus is for given sprint
For the “high level” boss
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Sprint backlog● Evolves● Team maintains
○ can add tasks○ can remove tasks○ re-estimate
● The team owns the sprint backlog● “Best guess” what the team needs to do● Progress visible in the task board
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Burndown chart
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Scaling Scrum● Several Scrum teams● Scrum of scrums
○ coordination over several Scrum teams
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Kanban
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Kanban● Kan ban = “signal card”● Originally by Taichi Ono (Toyota)● Software Kanban by David Anderson● Evolutionary approach
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Kanban method1. Start with what you have2. Agree to pursue incremental, evolutionary
change3. Respect current process, roles & titles4. Leadership at all levels
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Kanban 6 practises1. Visualize workflow2. Limit work in progress3. Manage flow4. Explicit policies5. Implement feedback loops6. Improve collaboratively, evolve with
experiments
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1. Visualize workflow● Analyze work states● Define work item types● Make problems visible
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2. Limit work in progress
● Prevent multitasking / context switching● Less work in progress = less waste
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3. Manage flow
● Sustainable pace
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4. Explicit policies
● No secrets● Gew clear rules
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5. Improve collaboratively" To be termed scientific, a method of inquiry
must be based on gathering empirical and measurable evidence subject to specific
principles of reasoning”-Isaac Newton
● Collaboration with all stakeholders● avoid local optimizations
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Cadence
● Everything has it's own rhythm
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Estimation
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Scrum vs KanbanScrum● WIP per sprint● Sprint content set● Task size ● Crossfunctional teams● Timeboxed● Velocity● Fair amount of rules
Kanban● WIP per stage● No untouchable tasklist● Task size unlimited● Allows specialist teams● No time limits● Lead time● Very few rules
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Tool for the job?
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Agile Documentation● Documentation is a poor substitute for
conversation● UI mockups● Only code is up to date
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Code example 1public List<int[]> getThem() {
List<int[]> list1 = new ArrayList<int[]>();
for(int[] x : theList) {
if (x[0] == 4) {
list1.add(x);
}
}
return list1;
}
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Code example 2public List<int[]> getFlaggedCells() {
List<int[]> flaggedCells = new ArrayList<int[]>();
for(int[] cell : gameBoard) {
if(cell[STATUS_VALUE] == FLAGGED) {
flaggedCells.add(cell)
}
}
return flaggedCells;
}
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Do the right thing
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Do the right thing
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User Stories● Communication problem● Way to describe functionality● Collaborative effort
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User Story exampleAs a <user> I want to <action>
E-Bank example● As an account holder, I want to withdraw
cash from ATMAdd context● So that I can get money when the bank is
closed
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ScenarioGiven The the account balance is 100CHFand the card is valid
When The account holder requests 20CHF
Then The ATM should dispense 20CHFand the account balance should be 80CHFand the card should be returned
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Minimum Viable Product● pareto principle (80/20)● Just In Time
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Full of features (2007)Nokia N95 competitor
3G yes no
Camera 5mp 2mp
Memory card microSD up to 32GB no
MMS yes no
3rd party apps yes no
Video out yes no
VoIP yes no
Video calls yes no
Instant Messaging yes no
Bluetooth yes no
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N95 vs iPhone
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Some other stuff
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Holy Physical Task Board● Promotes team
interaction● Visibility
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Kaizen● Continuous Improvement
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Slack
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Feedback● feedback is information● every mistake is a change to learn
“I didn’t fail, I found 10 000 ways that didn’t work”
- Thomas Edison
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Testing“Only fully tested software is the one not yet
implemented.”
“Verify functionality”
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Common Pitfalls● Estimation● Illusion of Importance● Find and Replace● Detailed plans
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The Black Art of Estimation
“predicting is very difficult, especially if it involves the future”
- Niels Bohr