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Agile in 1,5 hours : brief introduction
This document provides an introduction to agile development methods over the course of 1.5 hours. It begins with background on the presenter and an outline of topics to be covered, including an overview of traditional waterfall development practices, lean software development principles, agile principles and the Scrum framework. Key aspects of Scrum like roles, meetings, estimations and visualizing work are defined. Kanban principles and how it compares to Scrum are also introduced. The document emphasizes adopting agile practices to improve productivity, deliver value frequently and welcome changing requirements.
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Agile in 1,5 hours : brief introduction
- 1. Agile in 1,5hours: 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 • Traditionalapproach 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
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- 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
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- 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 showsthe 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
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- 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
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- 17. What changed inagile? • Value driven (plans are adaptive)! • Critically of time to market! • Requirements change in response to business users understanding and market forces! 17
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- 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 • Agilemeans no plan! • Agile doesn’t allow documentation! • Agile means no discipline! • Agile is a silver bullet solution to solve all engineering problems! 20
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- 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
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- 26. Backlog • Ownedby 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
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- 34. Kanban • Startwhere you are! • Agree to pursue incremental, evolutionary change! • Respect the current roles! • Encourage the acts of leadership! 34
- 35. Kanban in anutshell 1. Visualize the workflow.! 2. Limit WIP (work in progress) ! 3. Measure the lead time 35
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- 37. Benefits • Bottlenecksbecome 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 • Shortercycle 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
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- 42. 2 Bonus: ! About Estimations
- 43. I HATE ESTIMATIONS 43 15
- 44. “5 months??? Iam sure it can be done in 1! Just do it FASTER!” 44
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- 46. Why we can’tget 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
- 47. Surprise time Customersdon’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
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- 50. Infinite time estimationmeeting 50
- 51. Prepare 1.Groom thebacklog! 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
- 52. Real life beforeafter 52
- 53. Story point effortrequired to implement a story 53
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