how to overcome the 6 traps of agile - dfw scrum presentation
TRANSCRIPT
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Overcome the 6 Traps of Agile
David Hawks @austinagile
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
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David Hawks Agile Velocity
Agile Coach [email protected]
Role
Name
Company
Please fill out card as follows & pass to frontYears of Agile Experience (if any)
10 yrs
Email Address(If you would like a copy of the slides & to receive periodic information about agile)
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45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
From: A Standish Group study
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
What causes us to build features which are rarely or never used?
Feature/function usage in the software industry
Find a Partner and Discuss the following Question.
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David Hawks
CEO of Agile VelocityAgile Trainer and Coach
@austinagile
austinagile.com (blog)
Deliver Innovative Products Faster
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Problem #1 We make tough decisions
too early and lock them in
Image Credit: http://i.qkme.me/3unlv7.jpg
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Defer Decisions to the last Responsible Moment
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
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Defer Decisions to the last Responsible Moment
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x
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
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Defer Decisions to the last Responsible Moment
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x
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Defer Decisions to the last Responsible Moment
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xz
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Smartest Point??
Defer Decisions to the last Responsible Moment
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xz
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Smartest Point??Dumbest Point
Defer Decisions to the last Responsible Moment
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xz
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Smartest Point??Dumbest Point
Accelerate Learning
Defer Decisions to the last Responsible Moment
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xz
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Effective Communication
Exercise
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Problem #2 The team doesn’t have a Shared Understanding of their purpose
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We want to Shift the Process from a Requirements Delivery Process…
9
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We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:
9
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We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants
9
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We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants2. The developers know how to build it
9
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We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants2. The developers know how to build it3. Nothing will change along the way
9
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…To a Requirements Discovery Process
10
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…To a Requirements Discovery Process
Reality: 1. The customer discovers what he wants 2. The developers discover how to build it 3. Many things change along the way
10
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User Story Mapping
Technique to Learn about Customer Needs
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A sample story map: E-‐commerce site
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A sample story map: E-‐commerce site
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A sample story map: E-‐commerce site
Search by keyword
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Select item for purchase
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Select item for purchase
Enter shipping info
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A sample story map: E-‐commerce site
Search by keyword View description &
photoPay by credit card
Select item for purchase
Enter shipping info
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A sample story map: E-‐commerce site
Search by keyword View description &
photoPay by credit card
Select item for purchase
Enter shipping info
Search products
Shopping cart
Create account
Pay & Ship
Compare products
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews Update
profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Decreasin
g priority
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews Update
profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
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A sample story map: E-‐commerce site
Search by keyword View description &
photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Decreasin
g priority
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Facebook for login
Search by SKU
Persist payment info
Zoom on photos
Product-‐ specific filters Side by side
comparison
Pay by PayPal
Update profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
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Modify item quantity
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MVP 1 above this line
Search products
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Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Facebook for login
Search by SKU
Persist payment info
Zoom on photos
Product-‐ specific filters Side by side
comparison
Pay by PayPal
Update profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
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Problem #3 Long/ No Feedback or Validation
Cycles
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg
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Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
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Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
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Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
2) How can we measure it?
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Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
2) How can we measure it?
3) What is the simplest thing to build to measure it?
(MVP)
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Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early?
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45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
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What keeps us from delivering products faster?
http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg
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Problem #4 Drowning in a Sea of Opportunity
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Working on many items in
parallel
Impact of Change
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Working on many items in
parallel
Impact of Change
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Working on many items in
parallel
Highe
st V
alue
Impact of Change
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Working on many items in
parallel
Working on items in value
order
Highe
st V
alue
Impact of Change
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Working on many items in
parallel
Working on items in value
order
Highe
st V
alue
Impact of Change
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![Page 56: How to overcome the 6 traps of Agile - DFW Scrum Presentation](https://reader031.vdocument.in/reader031/viewer/2022022410/58e739131a28ab8f028b4ecf/html5/thumbnails/56.jpg)
Little’s Law
WIPThroughput
= Avg. Cycle Time
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Little’s Law
WIPThroughput
= Avg. Cycle Time
![Page 58: How to overcome the 6 traps of Agile - DFW Scrum Presentation](https://reader031.vdocument.in/reader031/viewer/2022022410/58e739131a28ab8f028b4ecf/html5/thumbnails/58.jpg)
Little’s Law
WIPThroughput
= Avg. Cycle Time
![Page 59: How to overcome the 6 traps of Agile - DFW Scrum Presentation](https://reader031.vdocument.in/reader031/viewer/2022022410/58e739131a28ab8f028b4ecf/html5/thumbnails/59.jpg)
Little’s Law
WIPThroughput
= Avg. Cycle Time
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Problem #5 Not Getting to Done
Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png
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Illusion of Progress
Requirements
Design
Development
Test
Release
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Illusion of Progress
Requirements
Design
Development
Test
Release
80%
done??
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Working Software is your primary Measure of Progress
Requirements
Design
Development
Sprint 1
Test
Requirements
Design
Development
Sprint 2
Test
Requirements
Design
Development
Sprint 3
Test
Requirements
Design
Development
Sprint 4
Test
Potentially Shippable Product Increment
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
Done = Feature Complete and Feature Tested *But defects were deferred to the end
The Plan: 10 Weeks to Deliver 80 Points
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Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}8 Weeks
1 2 3 4 Hardening }8 Weeks
}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks
Done = Feature Complete and Feature Tested *But defects were deferred to the end
The Plan: 10 Weeks to Deliver 80 Points
Reality: 16 Weeks to Deliver 80 Points (10 Points per 2 Weeks)
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Go Slow to Go Fast!
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Done = Feature Complete, Feature Tested, and defects fixed
Go Slow to Go Fast!
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Done = Feature Complete, Feature Tested, and defects fixed
Go Slow to Go Fast!
Sprint 1 Sprint 2 Sprint 3 Sprint 4
}2 Weeks
15 Points 15 Points 15 Points 15 Points}2 Weeks }2 Weeks }2 Weeks
Sprint 5
}2 Weeks
15 Points
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Done = Feature Complete, Feature Tested, and defects fixed
Go Slow to Go Fast!
Sprint 1 Sprint 2 Sprint 3 Sprint 4
}2 Weeks
15 Points 15 Points 15 Points 15 Points}2 Weeks }2 Weeks }2 Weeks
Sprint 5
}2 Weeks
15 Points
We Delivered 75 Points in 10 Weeks 15 Points per 2 weeks
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Solution Stop Starting, Start Finishing
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Problem #6 Everything is Important
Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0
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How we Normally Assign Work
Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
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How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
All High Priority
How does Alex decide what to work on next?
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How we should prioritize work in Agile
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
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How we should prioritize work in Agile
Project 1 Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
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How we should prioritize work in Agile
Project 1
Project 3
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
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How we should prioritize work in Agile
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
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The PSPI is the Answer
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The PSPI is the Answer
It requires:
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The PSPI is the Answer
It requires:
Focus
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The PSPI is the Answer
It requires:
Focus
Breaking Work Down
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The PSPI is the Answer
It requires:
Focus
Breaking Work Down
Swarming
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The PSPI is the Answer
It allows us to:It requires:
Focus
Breaking Work Down
Swarming
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The PSPI is the Answer
It allows us to:
Deliver Often
It requires:
Focus
Breaking Work Down
Swarming
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The PSPI is the Answer
It allows us to:
Deliver Often
Accelerate Learning
It requires:
Focus
Breaking Work Down
Swarming
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The PSPI is the Answer
It allows us to:
Deliver Often
Accelerate Learning
Pivot
It requires:
Focus
Breaking Work Down
Swarming
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What can you change so your product can deliver value faster?
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