i don't do agile, i am agile (barry o'reilly)
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Private and Confidential. © 2011 ThoughtWorks, Ltd. All rights reserved.
I DON’T DO AGILE, I AM AGILE!
@BarryOReilly
www.barryoreilly.com
http://www.linkedin.com/in/barryoreilly
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Who are ThoughtWorks?
Enterprise Agile and Technology consulting
Offices in US, UK, Germany, India, Brazil, China and Australia
1,800 people worldwide
Creators of GO!, Twist and Mingle
Martin Fowler & Jim Highsmith
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What will we cover?
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Problems adopting and practicing Agile in
organisations
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Follow what is in the book
– we’re Agile!
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Agile project failing to deliver or live up to expectations
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But we are doing everything X
says to do
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Maybe Agile isn’t for us
It does not work
A myth
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Practices and Principles
Agile
– SCRUM
– XP
Lean and Kanban
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SCRUM - PracticesMeetings
Daily Stand Up
Sprint Planning
Showcase
Retrospective
Time-boxing
Sprint
Spikes
Artifacts
Product Backlog
Sprint Backlog
Burn Down
Roles
SCRUM Team
SCRUM Master
Product Owner
Users
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XP – PracticesFeedback
User Stories (Planning)
Whole team
Test Driven Development
Pair Programming
Welfare
Sustainable Pace
Shared Understanding
Simple Design
System Metaphor
Collective Code Ownership
Continuous Process
Continuous Integration
Design Improvement
Small Releases
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Kanban
Visualise The Workflow
Limit Work In Progress
Manage Flow
Make Process Policies Explicit
Improve Collaboratively
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Change your perspective
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Instead of trying to do everything that’s prescribed
Ask why are we doing it?
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Do we need to do it?
Does it work for the product we trying to build?
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Reverse thinking
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The best place to begin an intellectual journey is at its end
– Russell Ackoff
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Visionaries look ahead to a desired end
Know where they want to be
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Work backwards to find a way of getting there
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Bad smells
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To do more of what is not working now, is to do more of
what will not work in the future
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Trying to do the wrong thing right
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Being ineffective
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How do we know?
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Practices and Principles
Agile
– SCRUM
– XP
Lean
– Kanban
– Muda (Eliminating waste)
– Amplify learning
– Deliver as fast as possible
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It is important that an aim never be defined in terms of a specific activity or method.
– Edward Deming
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Go Compare
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CompareSCRUM
14 Practices
- Time boxed
- Cross Functional teams
- Roles Prescribed
- Cannot Add Items
- Estimation Required
XP
12 Practices
- Iterative
- Developer centric
- Collective Ownership
- Small releases
- Planning game
Kanban
3 Practices
- Event Driven
- Specialist teams
- No Roles Prescribed
- Add Items when capacity
- Estimation Optional
Prescriptive Adaptive
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Focus on using the practices that suit the context
Don’t simply stick with one discipline and one alone
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Great idea!
When do we start?
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Day One to Last Day
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Example
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Day OneManagement felt need to control and manage team
Showed a lack of involvement in the project (Agile too time consuming)
Wanted progress reports every two weeks
SCRUM by the book
Time-boxing led to mini-Waterfall mentality
Sprint planning meeting (taking hours and all team members)
Build broken, still go to prescribed meetings
Estimate in points, task in hours, Burn down in hours
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Change perspective
Planned
On Deman
d
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Change Going Forward
Once Planned
Now On Demand
No Sprint
Planning
Story Showcase
No Time Box
Retro Reporting
Trash Hours
Abstract Sizing
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Last DayOnly formality
– Showcase to external stakeholders
– Report outwards on velocity covered since last report cycle
Stakeholders
– require continual engagement at story review and showcase
– Forced to prioritised
Developers
– Story huddles meant they only review stories they work on
– Focus on writing code, not hang out in meetings
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What are the indicators for what practices to use?
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What To Think About….
Project Brief
– Green or Brown Fields
– New Product Development
– Heavy Lifting
– Integration
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What To Think About….
Organisation
– Experience of Agile
– Open to change
– Culture
– People need to feel secure, otherwise display defensive behaviour
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What To Think About….
Hand over and collaboration
– Always available
– Not with team continually
– Intermittently
– Only attend schedule meetings
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What To Think About….
Composition Of The Team
– Co-located
– Distributed
– Same working hours
– Different time zones
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What To Think About….
Environment
– Technology
– Tools
– Office Space
– Desk Space
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What To Think About….
Releasing
– Automated or Manual
– How often can you deploy?
– On demand
– Daily, Weekly, Monthly
– Scheduled cycle
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What To Think About….
Feedback loops
– Stakeholders
– Customers
– Users
– Cannot improve if you do not get it
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So back to SCRUM, XP or Kanban
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SCURM
14 Practices
- Time boxed
- Cross Functional teams
- Roles Prescribed
- Cannot Add Items
- Estimation Required
XP
12 Practices
- Iterative
- Developer centric
- Collective Ownership
- Small releases
- Planning game
Kanban
3 Practices
- Event Driven
- Specialist teams
- No Roles Prescribed
- Add Items when capacity
- Estimation Optional
Private and Confidential. © 2011 ThoughtWorks, Ltd. All rights reserved.
Stop thinking about what discipline
to use
Starting thinking about what practice will be useful
Private and Confidential. © 2011 ThoughtWorks, Ltd. All rights reserved.
SCURM
14 Practices
- Time boxed
- Cross Functional teams
- Roles Prescribed
- Cannot Add Items
- Estimation Required
XP
12 Practices
- Iterative
- Developer centric
- Collective Ownership
- Small releases
- Planning game
Kanban
3 Practices
- Event Driven
- Specialist teams
- No Roles Prescribed
- Add Items when capacity
- Estimation Optional
Private and Confidential. © 2011 ThoughtWorks, Ltd. All rights reserved.
- Time boxed
- Cross Functional teams
- Roles Prescribed
- Cannot Add Items
- Estimation Required
- Iterative
- Developer centric
- Collective Ownership
- Small releases
- Planning game
- Event Driven
- Specialist teams
- No Roles Prescribed
- Add Items when capacity
- Estimation Optional
Private and Confidential. © 2011 ThoughtWorks, Ltd. All rights reserved.
Lean Thinking
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There is nothing so useless as doing efficiently that which should not be done at all
- Peter Drucker
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Minimum amount to succeed
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Muda
– Eliminate waste
– Not helping get rid of it
– Using more tools, people or equipment than is needed
– Software Development is a value creation process
– Perfect process has no unneeded waste
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Delivering as fast as possible
– End goal is to deliver a product
– Sooner the product is delivered
– Sooner you get feedback
– Sooner you can improve it
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Amplified learning
– Continuous learning process
– Making mistakes and learning
– Increased feedback
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Question Everything
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Is what we are doing valuable or slowing us down?
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Is it relevant for what we are trying to do?
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What purpose is it meant to serve
- is it achieving it?
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If we didn’t do it what would happen?
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Continuous Improvement
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Team arrives at maturity when it invests more in
strategies and tactics that do not work more than ones that
do
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Learn more when things are wrong not right
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Try things out
Don’t be afraid to fail
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Do not waste your failures
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It's not FAILURE that we should celebrate - but the
LEARNING that ensues
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Kaizen
Envisage
Enact
Get Feedback
Feed Learning Back In
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