more agile (than) scrum?
DESCRIPTION
some input on getting more agile, within or without scrumTRANSCRIPT
ingvald.skaug @ bouvet.nohttp://skaug.no/ingvaldingvald @ skaug.no@ingvald
It's about value, esp. for:
● Customers/ Users● Dev.team● Business● Management
img: http://www.flickr.com/photos/42429527@N03/5063150948/ http://skaug.no/ingvald/2010/11/what_is_agile/
Software Development vs Manufacturing
http://skaug.no/ingvald/2010/02/lean_development_is_not_manufa/
Software Development is Knowledge Work
http://en.wikipedia.org/wiki/Knowledge_work_productivity
img: http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/More background by Kenji Hiranabe: http://www.infoq.com/articles/hiranabe-lean-agile-kanbanWikipedia: http://en.wikipedia.org/wiki/Toyota_Production_System#Commonly_used_terminology
Signal- Any free capacity?
http://blog.flowkaizen.com/why-physical-card-walls-are-important
Kanban In Software Development
Process
Lightweight tool for evolutionary change, step-by-step improvement
http://ingvald.posterous.com/what-is-kanban-and-why-should-you-care-aboutDavid Anderson: The Principles of the Kanban Method
Feedback
Feedback loops change human behaviour
http://www.wired.com/magazine/2011/06/ff_feedbackloop/
Visualize
=> Shared mental model
=> More engaged stakeholders
=> More effective thinking, collaboration
http://skaug.no/ingvald/2010/12/agile-basics-visualize-more.htmlimg from Tom Wujec's TED talk
Visualize More
img: http://blog.crisp.se/henrikkniberg/images/qconsf-2009-kanban.jpg
Kanban Core ConceptsVisualize + Limit Work-In-Progress (WIP)
img: http://blog.crisp.se/henrikkniberg/2009/09/15/1253019240000.htmlSome background: http://agilemanagement.net/index.php/Blog/back_to_basics_with_kanban/
Jenkins CI
http://jenkins-ci.org/ ill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1
Capacity For SystematicContinuous ImprovementSlack
http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html
...
Slack, Utilization
http://blog.crisp.se/2011/11/15/henrikkniberg/intro-to-kanban-slides-from-leaders-of-agile-webinar
Multitasking
ill.: Karl Scotland: Kanban, Flow and Cadence http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/http://www.psychologytoday.com/blog/the-power-prime/201103/technology-myth-multitaskinghttp://arstechnica.com/science/news/2011/08/bottlenecks-in-the-brain-limit-our-ability-to-multitask.ars
ill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1
...
Slack, Utilization...
http://ingvald.posterous.com/kanban-slack-creates-opportunities-for-improvhttp://bookstore.cutter.com/products-page/agile-management/the-viral-growth-of-kanban-in-the-enterprise/ ($50)
Estimating
Mary Poppendieck: Theory of Constraints - It's Okay to be Latehttp://www.leanessays.com/2001/03/theory-of-constraints.html
it's human nature to estimate time based on the worst case scenario, not average time to complete. As soon as people are penalized for estimating average time and then not meeting the estimate, they will revert to estimating the maximum time, and project schedules will again fill up with padded time estimates.
Estimating, Timeboxes
http://en.wikipedia.org/wiki/Parkinson's_Lawhttp://en.wikipedia.org/wiki/Student_syndromehttp://en.wikipedia.org/wiki/Hofstadter%27s_lawhttp://en.wikipedia.org/wiki/Optimism_biashttp://en.wikipedia.org/wiki/Planning_fallacyHow Uncertainty Works http://www.cprime.com/knowledge/articles/uncertainty.html
Parkinson's Law- Work expands to fill the time available
Hofstadter's Law- it always takes longer than you expect
Optimism bias- systematic tendency to be too optimistic about planned actions
Planning fallacy- tendency to underestimate how long to complete task
Trouble With TimeboxesTen timebox tangles
1. Inestimatable work2. Unplanned work3. Unclear work4. Blocked work
- need input from unavailable stakeholder
5. Parking- unfinished work, waiting, due to interruptions, multi-tasking
6. Changed work/ requirements7. Legacy code8. Integration9. Normative estimates (=> tech debt)
10. Specialist (=> Uncertain access)
Jørn Ola Birkeland, Bekk, at XP2010http://xp2010.org/program?sid=11&o=1
Cadence(Rythm, "heartbeats")
Karl Scotland: Kanban, Flow and Cadence. http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/Karl Scotland: Aspects of Kanban. http://www.methodsandtools.com/archive/archive.php?id=104
Cadence(Rythm, "heartbeats")
http://blog.crisp.se/2010/09/01/henrikkniberg/1283373060000
More Agile With Scrum
http://www.wired.com/magazine/2011/06/ff_feedbackloop/ http://blog.crisp.se/2010/09/01/henrikkniberg/1283373060000 http://blog.crisp.se/2011/11/15/henrikkniberg/intro-to-kanban-slides-from-leaders-of-agile-webinar http://xp2010.org/program?sid=11&o=1
Estimates, "control", prediction => See reality, handle variation
Timebox => Flow
Revolution => Evolution
More Agile Than Scrum
http://agileconsulting.blogspot.com/2011/08/maximizing-benefits-of-kanban-as.html
http://blog.crisp.se/henrikkniberg/2009/12/21/1261410240000.html http://xp2010.org/program?sid=11&o=1
Don't build features that nobody needs right now.
Don't write more specs than you can code.
Don't write more code than you can test.
Don't test more code than you can deploy.
- Corey Ladas
@ingvald ingvald @ skaug.nohttp://skaug.no/ingvaldingvald.skaug @ bouvet.no