As reais razões do porque eu devo ser Ágil - Agile Tour São Paulo

As reais razões do
porque eu devo ser Ágil

São Paulo, 19 de novembro de 2011.

Planejamento Ruby on Rails

Coaching Consultoria

9º projeto mais popular

250.000 views/mês

e a maneira que fazemos
software também...

Evolução da Taxa de Sucesso
em Projetos de Software

37%!
35%!
34%!
32%!

29%!
28%!
27%!
26%!

16%!

1994! 1996! 1998! 2000! 2002! 2004! 2006! 2008! 2011!

Fonte: Standish Group, CHAOS Report

mas ainda há

63%
para avançar

O que causou esta melhora
nos últimos 15 anos?

1970 1980 1990 2000 2010

13

Managing the development
of large software systems
Dr. Winston W. Royce (11 pages)

15

I SYSTE
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Figure 2. Implementation steps to develop a large computer program for delivery to for delivery to a customer.
Figure 2. Implementation steps to develop a large computer program a customer.

I believe in this concept, but the implementation described above is risky and invites failure. T
16
lem is illustrated in Figure 4. The testing phase which occurs at the end of the development cycle i

h vy
ea
weight processes

Custo de mudança
Custo de Mudança

Fase do projeto

21

1980’s

=
Controlar
Reduzir Custos
Processos

23

forte adoção
Programação
Orientada a Objetos

surgem os primeiros
llight weight processes
ight

1995~1996
Scrum
eXtreme
Programming
Feature Driven
Development
Crystal
Clear
Dynamic Systems
Development Method
Adaptive Software
Development

Custo da Mudança
Custo de mudança

Tempo

“Waterfall” (1970)
Novas abordagens 1990’s
32

1990’s

=
Ciclos Entregas Constantes
curtos de Valor

34

TI orientada a
Geração de Valor

Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on
the right, we value the items on the left more.

Fonte: http://agilemanifesto.org

duas realidades
em projetos...

realidade #1

equipe de especialistas

passagem de bastão = empurrar o problema

execução do projeto
na realidade #1

realidade #1
requisitos mudam
I SYSTE
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sempre atrasa
I ANALYSIS

espero que
PROGRAM
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os requisitos
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não há tempo
Figure 2. Implementation steps to develop a large computer program for delivery to a customer.

I believe in this concept, but the implementation described above is risky and invites failure. The

realidade #1

é tarde de mais!

:(
Problemas Problemas
Problemas
Problemas Problemas
Problemas
Problemas Problemas Problemas
Projeto
Problemas
Problemas Problemas
Problemas Problemas
Problemas Problemas

lidando com mudanças
na realidade #1

realidade #1

• processo lento e desgastante
• change requests
• adendo de contratos
• consome muito tempo e dinheiro

realidade #1

Custo da Mudança
Custo de mudança

Tempo

realidade #1

% pronto
2 meses de projeto

Requisitos Design Coding Testes Integração Deploy

Projeto 25%
Uso 0%

realidade #1

Entrega de Valor
Valor Entregue

Tempo

realidade #2

Times multi-disciplinares
formados por Generalistas Especialistas

execução do projeto
na realidade #2

realidade #2

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realidade #2

=D
Problemas
Problemas Problemas
Problemas Problemas
Problemas Problemas Problemas Problemas Problemas
Projeto
Problemas Problemas Problemas
Problemas
Problemas
Problemas

realidade #1

• é rápido e indolor
• re-priorizar o backlog (lista de features)
• reunião de sprint planning
• resolve-se tudo em apenas uma reunião

realidade #2

Custo da Mudança
Custo de mudança

Tempo

realidade #1
realidade #2 (metodologias ágeis)

realidade #2

% pronto
2 meses de projeto

Projeto 25%
Uso ~25%

realidade #2

Entrega de Valor
Valor Entregue

Tempo

realidade #1
realidade #2 (metodologias ágeis)

Lean vs. Scrum vs. XP
Qual é melhor?

Lean - origens

• resposta da Toyota para sua crise, 1950
• precisava de “cash” no caixa(reduzir o inventário)

• reduzir custos
• melhorar qualidade

Lean
• Pull vs. Push Systems
• Kanban
• Pensamento Sistêmico
• Fluxo Equilibrado
• Células de Trabalho
• Melhoria Contínua

Scrum
!"#$%&'(
)*+,"(

-&"%.(
/01',"(

23%45,(

Scrum

<7,7*97(!,*1101-( ./"01'(!,*1101-( =*0,>(?9@( =76#( <7'"#9/7&5A*(

!"#$%&'()*&+,#-( ./"01'( .01&"#102*34#( .#BC*"7(
)*&+,#-( $#(567( D%1&0#1*,( 809'*(/*"*(
:7,;#"0*9(

XP

• Test Driven Development
• Integração Contínua
• Entendimento Comum
• Pair-programming
• Ritmo sustentável

Lean + Scrum + XP
É melhor!

Tradicional vs. Agile
planejar para antecipar detectar problemas
“todos” os problemas e remover impedimentos
decisões são tomadas decisões são adidas
o quanto antes o máximo possível
passagem de bastão equipe uniﬁcada
entre especialistas e multi-disciplinar
the big release entregas contínuas
(feedback tarde) (feedback contínuo)
perde-se tempo com gera-se valor com
negociação com o cliente colaboração com o cliente
obedecer o processo ajustar o processo
para controlar custos para otimizar a entregar de valor

seguir um plano responder à mudanças

http://www.slideshare.net/sgreene/scrum-gathering-2008-stockholm-salesforcecom-presentation

Transformation Results

Features Delivered per Team

Days between Major Releases

2000 2001 2002 2003 2004 2005 2006 2007

+94
%
Increase in feature requests delivered -
2007 v. 2006

+38
%
Increase in feature requests delivered per
developer - 2007 v. 2006

Agile has delivered total visibility, total transparency
and unbelievable productivity! a complete win!

Steve Fisher
Sr. Vice President, Platform Product
Management
Salesforce.com

568% more
value
delivered in
the first year
of being agile.

fonte: Greene and Fry 2008.

As reais razões do porque eu devo ser Ágil - Agile Tour São Paulo

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