Agile in 1,5 hours : brief introduction

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Information about Agile in 1,5 hours : brief introduction
Software

Published on October 15, 2014

Author: KostetskayaGalina

Source: slideshare.net

Description

My presentation of agile basics for DevelopEx company. Thanks for inviting!

1. Agile in 1,5 hours: brief introduction ! Oct 15 2014 1

2. About me tisqurrel! ! linkedIn! ! tisquirrel.me • CSM, CSPO, CSP (I like certifications, as you can see) Agile Project Manager, Scrum master, Java developer a bit, processes improvement nazi, whiteboard drawing and paper prototyping 80 level! • 5 years PM experience! • mutated from waterfall adept to agile evangelist and now infect companies and teams with agile ideas! • 15+ projects launched (mostly mobile)! • 3 self-organized teams raised! • 2 software development companies turned to agile! • Specialty: coaching teams 2

3. Plan • Traditional approach vs agile! • Agile development history! • Lean software development! • Agile Principals/Manifesto! • Typical agile adoption! • Core Scrum! • Roles in Scrum! • Estimations in Scrum! • Core Kanban! • Scrum and Kanban scaling! • Scrum vs Kanban! 3 2

4. 2 Plan 4

5. 2 Real life5

6. Traditional waterfall 6

7. 7

8. Results: requirements • Requirements not clear - fear to go to the next stage; analysis paralysis! • Requirements change - change gets more and more expensive; customers don’t get what they want! 8

9. Results: Success rates 9

10. Results: Time • Project takes too long - long duration defers revenue! • No time for testing - QA gets crunched; late integration - late failures! • Time wasted on junk - 52% or requirements implemented; 64% of functionality rarely used (Source: Standish group report 1994) 10

11. Results: Clients satisfaction • Poor progress visibility - % task completed not sufficient! • Average overrun > 40% 11

12. When waterfall shows the best ! results? • When there is a clear picture of what the final product should be.! • When clients won’t have the ability to change the scope of the project once it has begun.! • When definition, not speed, is key to success. 12

13. Real life *Forrester 13

14. What is lean? ! • Waste of over production (largest waste)! • Waste of time on hand (waiting)! • Waste of transportation! • Waste of processing itself! • Waste of stock at hand! • Waste of movement! • Waste of making defective products! 14

15. Lean ! • Eliminate waste! • Amplify learning! • Decide as late as possible! • Deliver as fast as possible! • Empower the team! • Build integrity in! • See the whole! Agile • Optimize the whole! • Eliminate waste! • Create knowledge! • Build quality in! • dDefer commitment! • Deliver fast! • Respect people 15

16. Agile 16

17. What changed in agile? • Value driven (plans are adaptive)! • Critically of time to market! • Requirements change in response to business users understanding and market forces! 17

18. 18 2

19. Agile principles • Satisfy the Customer ! • Welcome Change! • Deliver Frequently! • Work as a Team! • Motivate People ! • Communicate Face-to- Face ! • Measure Working Software! • Maintain Constant Pace ! • Excel at Quality ! • Keep it Simple ! • Evolve Designs ! • Reflect Regularly ! 19

20. Myths • Agile means no plan! • Agile doesn’t allow documentation! • Agile means no discipline! • Agile is a silver bullet solution to solve all engineering problems! 20

21. Scrum 21

22. Goal of scrum Manage complexity, Unpredictability and Change through visibility, Inspection and Adaptation 22

23. Scrum is ! • Framework! • Iterative process! • A wrapper for existing practices! • A way to improve communications! • A way to maximize productivity! ! Scrum is not • Silver bullet! • About engineering practices! • smth intelligent! • A shortcut! • step-by-step cookbook! • easy 23

24. Roles Product owner: owner of the product vision, represents the customer! Scrum Master: Servant Leader, Team Protector, Scrum guide! Team: Small (5-8 people), co-located, cross-functional, self-organized, full-time! ! ! 24

25. 2 Process 25

26. Backlog • Owned by PO! • High-level requirements! • Expresses the business value! • Not complete, nor perfect! • Expected to change! 26

27. Meetings: Sprint planning • Face to face communication! • Small reversible steps! ! Strategical part:! • Prioritize/select features! • Discuss acceptance criteria! • Verify understanding! ! Tactical part:! • Define sprint backlog items! • Estimate sprint backlog items! • Use velocity! • Share commitment! ! ! 27

28. Meetings: Sprint planning • Face to face communication! • Small reversible steps! ! Strategical part:! • Prioritize/select features! • Discuss acceptance criteria! • Verify understanding! ! Tactical part:! • Define sprint backlog items! • Estimate sprint backlog items! • Use velocity! • Share commitment! ! ! 28

29. Meetings: Daily meeting • What I did yesterday! • What I will do today! • What things are in my way! Only the team talks! Not to the Scrum master or PM! No problems solving! Max 15 min! 29

30. Meetings: Demo • Satisfy PO! • Get feedback! • Whole team participates! • Show only complete features! • Accept or reject results! 30

31. Meetings: Retrospective • Most important meeting! • Reflect on process and product! • What to start doing! • What to stop doing! 31

32. Visualize 32

33. Velocity 33

34. Kanban • Start where you are! • Agree to pursue incremental, evolutionary change! • Respect the current roles! • Encourage the acts of leadership! 34

35. Kanban in a nutshell 1. Visualize the workflow.! 2. Limit WIP (work in progress) ! 3. Measure the lead time 35

36. 3 simple rules 36

37. Benefits • Bottlenecks become clearly visible in real-time.! • Provides a more gradual evolution path from waterfall to agile software development, thereby helping companies that previously have been unable or unwilling to try agile methods.! • Provides a way to do agile software development without necessarily having to use time-boxed fixed-commitment iterations such as Scrum sprints! • Tends to naturally spread throughout the organization 37

38. Benefits • Shorter cycle times - can deliver features faster! • Responsiveness to change! • Balancing demand agains throughput - most customer-centric features are always being worked! • requires fewer organization! 38

39. Scrum ! • User Stories! • Acceptance criteria! • Iterative development! • Burn Down Charts! • Story Boards! • Daily stand-ups! • TDD/Unit tests, etc! ! Kanban ! • User Stories! • Acceptance criteria! • Iterative development! • Burn Down Charts! • Kanban Boards! • Daily stand-ups! • TDD/Unit tests, etc! ! 39

40. 2 To Read

41. 2 Bonus: ! About Estimations

42. I HATE ESTIMATIONS 43 15

43. “5 months??? I am sure it can be done in 1! Just do it FASTER!” 44

44. 45

45. Why we can’t get rid of ! estimations*! The main thing which happens during the estimation process is the development of the common understanding of the user story. * besides nasty clients 46

46. Surprise time Customers don’t really care about the hours, as their final goal is to get cost and timing. If you provide them cost and timing – they don’t care how you estimate – in store points, hours or bananas. * besides nasty clients 47

47. Uncertainty 48

48. Real life 49

49. Infinite time estimation meeting 50

50. Prepare 1.Groom the backlog! 2.Decompose complex user stories! 3.Collaborate early! 4.Print information! 5.Have PO at hand! 6.No laptops! 7.Required participation ! 8.Bribes are ok! * besides nasty clients 51

51. Real life before after 52

52. Story point effort required to implement a story 53

53. Estimation points 54

54. Process ->! 2h 55

55. Planning poker 56

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