Downloaded 18 times
![A
mindset
is
the
established
set
of
atudes
held
by
someone
• Welcome Change
• Failing Early
• Build and Feedback loops
• Continuous Delivery
• Value-Driven Development
• Small value-add slices
• Learn through Discovery
• Continuous Improvement
Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-4-2048.jpg)
![Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Individuals
and
interacNons
over
processes
and
tools
Working
soDware
over
comprehensive
documentaNon
Customer
collaboraNon
over
contract
negoNaNon
Responding
to
change
over
following
a
plan
A
Value
is
an
established
ideal
that
the
members
of
a
given
society
regard
as
desirable](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-5-2048.jpg)
![Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development.Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-6-2048.jpg)
![Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Product
visioning
Project
chartering
Affinity
(relaNve)
esNmaNon
Size-‐based
(point)
esNmaNon
Planning
poker
Group
esNmaNon
Value-‐based
documentaNon
PrioriNzed
product
backlog
User
stories
Progressive
elaboraNon
Personas
Story
maps
/
MMF
Story
slicing
Acceptance
tests
as
requirements
Short
iteraNons
WIP
Limits
Early
and
frequent
releases
Roadmapping
Velocity-‐based
planning
and
commitment
IteraNon
planning
/
IteraNon
backlog
Release
planning
/
Release
backlog
Time
boxed
iteraNons
AdapNve
(mulN-‐level)
planning
Risk
backlog
Team
structure
of
VT
/
DT
Pull-‐based
systems
Slack
Sustainable
pace
Frequent
face-‐to-‐face
Team
chartering
Cross-‐silo
collaboraNve
teams
Self-‐organizing
teams
Cross-‐funcNonal
teams
Servant
leadership
Task
volunteering
Generalizing
specialist
Tracking
progress
via
velocity
Burn-‐up/burn-‐down
charts
Refactoring
Automated
unit
tests
Coding
standards
Incremental/evoluNonary
design
Automated
builds
Ten-‐minute
build
Monitoring
technical
debt
Version
control
ConfiguraNon
management
Test
driven
development
Pair
programming
Spike
soluNons
ConNnuous
integraNon
Incremental
deployment
Simple
design
End-‐of-‐iteraNon
hands-‐on
UAT
Automated
funcNonal
tests
Automated
developer
tests
(unit
tests)
Exploratory
tesNng
SoDware
metrics](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-7-2048.jpg)
![Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Scrum
eXtreme
Programming
Your
own
Agile
process](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-8-2048.jpg)
![Agile
is
a
mindset
Established
through
4
values
[that
in
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Scrum
eXtreme
Programming
Your
own
Agile
process](https://image.slidesharecdn.com/agilevalueteam-140718050356-phpapp02/75/Solit-2014-Agile-ValueTeam-Scrum-9-2048.jpg)
More Related Content
Similar to Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
Solit 2014, Agile ValueTeam, учимся понимать Scrum, Семенченко Антон
- 1. An Interactive PresentationLead by Ahmed Sidky, Ph.D. (aka Doctor Agile) When Product Owners Are Challenged, Try Value Teams International Consortium for Agile Twi%er: @asidky
- 2. 15 YEARS on the PMI-‐ACP Steering commi3ee Ph.D. in Agile Transforma;on and Agility Assessment years of experience in so@ware development, management and delivery Co-‐founded Co-‐authored Consulted, trained or coached with people and teams from … Program Chair
- 3.
- 4. A mindset is the established set of atudes held by someone • Welcome Change • Failing Early • Build and Feedback loops • Continuous Delivery • Value-Driven Development • Small value-add slices • Learn through Discovery • Continuous Improvement Agile is a mindset Established through 4 values [that in the soDware world is] Grounded by 12 principles, Manifested through many many different pracNces
- 5. Agile is a mindset Established through 4 values [that in the soDware world is] Grounded by 12 principles, Manifested through many many different pracNces Individuals and interacNons over processes and tools Working soDware over comprehensive documentaNon Customer collaboraNon over contract negoNaNon Responding to change over following a plan A Value is an established ideal that the members of a given society regard as desirable
- 6. Agile is a mindset Established through 4 values [that in the soDware world is] Grounded by 12 principles, Manifested through many many different pracNces 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development.Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 7. Agile is a mindset Established through 4 values [that in the soDware world is] Grounded by 12 principles, Manifested through many many different pracNces Product visioning Project chartering Affinity (relaNve) esNmaNon Size-‐based (point) esNmaNon Planning poker Group esNmaNon Value-‐based documentaNon PrioriNzed product backlog User stories Progressive elaboraNon Personas Story maps / MMF Story slicing Acceptance tests as requirements Short iteraNons WIP Limits Early and frequent releases Roadmapping Velocity-‐based planning and commitment IteraNon planning / IteraNon backlog Release planning / Release backlog Time boxed iteraNons AdapNve (mulN-‐level) planning Risk backlog Team structure of VT / DT Pull-‐based systems Slack Sustainable pace Frequent face-‐to-‐face Team chartering Cross-‐silo collaboraNve teams Self-‐organizing teams Cross-‐funcNonal teams Servant leadership Task volunteering Generalizing specialist Tracking progress via velocity Burn-‐up/burn-‐down charts Refactoring Automated unit tests Coding standards Incremental/evoluNonary design Automated builds Ten-‐minute build Monitoring technical debt Version control ConfiguraNon management Test driven development Pair programming Spike soluNons ConNnuous integraNon Incremental deployment Simple design End-‐of-‐iteraNon hands-‐on UAT Automated funcNonal tests Automated developer tests (unit tests) Exploratory tesNng SoDware metrics
- 8. Agile is a mindset Established through 4 values [that in the soDware world is] Grounded by 12 principles, Manifested through many many different pracNces Scrum eXtreme Programming Your own Agile process
- 9. Agile is a mindset Established through 4 values [that in soDware world is] Grounded by 12 principles, Manifested through many many different pracNces Scrum eXtreme Programming Your own Agile process
- 10. Doing Agile Learning the pracNces and applying them without know the mindset and principles to know when to tailor and how to select the appropriate pracNces Being Agile Internalizing the Mindset, values, and principles then applying the right pracNces and tailoring them to different situaNons as they arise Agile as a Process and PracNces Agile as a Mindset and Culture
- 11. We need agilityto avoid …
- 12.
- 13. to How do we discover what build ?
- 14. Knowledge Work, Innovationand Rework 1
- 15. The Essence ofKnowledge Work “IKIWISI”I’ll Know It When I See It Experience X
- 16. International Consortium for Agile Tradi;onal Mindset approach to delivery (Assembly Line) Agile Mindset approach to delivery (Knowledge Work) Must “nail down” the output in order to start delivery (Liner Thinking) Discover and learn through valuable output and welcoming change (Circular Thinking – IKIWISI)
- 17. Team Structure iscritical for Collaborative Interaction Constant Inspect and Adapt
- 18. Developers Analysts Testers Project Managers How organizations were setup “pre-agile” IT Coordinate the delivery team Pull in support, moNvate team, block interrupts. Visibility to execuNve sponsorship Strategies to avoid get out of trouble Affected Stakeholders Domain Experts Users / Customers Governance
- 19. Project Managers IT Coordinate the delivery team Pull in support, moNvate team, block interrupts. Visibility to execuNve sponsorship Strategies to avoid get out of trouble Developers Analysts Testers How Projects looked “pre-agile” The Matrix Affected Stakeholders Domain Experts Users / Customers Governance
- 20. How Projects look“post-Agile” The Scrum Team IT The Scrum Team Scrum Master Developers Analysts Testers Key: Affected Stakeholders Domain Experts Users / Customers Governance
- 21. Legal MarkeNng Assurance How Projects look “post-Agile” The Scrum Team IT Business The Scrum Team Scrum Master Developers Analysts Testers Key: The Scrum Master’s Service to the Development Team • Coaching the Development Team in self-‐organizaNon and cross-‐ funcNonality; • Helping the Development Team to create high-‐value products; • Removing impediments to the Development Team’s progress; • FacilitaNng Scrum events as requested or needed; and, • Coaching the Development Team in organizaNonal environments in which Scrum is not yet fully adopted and understood. The Scrum Master July 2013 Scrum Guide – Page 6
- 22. Legal MarkeNng Assurance How Projects look “post-Agile” The Scrum Team IT Business The Scrum Team Scrum Master Developers Analysts Testers Key: • Coach team and individuals • Facilitate pracNces and events • Help the team progress The Scrum Master Process Authority Content Neutral
- 23. How Projects look“post-Agile” The Scrum Team IT Affected Stakeholders The Scrum Team Scrum Master Developers Analysts Testers Key: Domain Experts Users / Customers Governance
- 24. How Projects look“post-Agile” The Scrum Team IT The Scrum Team ScrumMaster Developers Analysts Testers Product Owner ? Affected Stakeholders Domain Experts Users / Customers Governance
- 25. Key: Legal MarkeNng Assurance How Projects look “post-Agile” The Scrum Team IT Business The Scrum Team ScrumMaster Developers Analysts Testers Product Owner ? The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: • Clearly expressing Product Backlog items; • Ordering the items in the Product Backlog to best achieve goals and missions; • OpNmizing the value of the work the Development Team performs; • Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and, • Ensuring the Development Team understands items in the Product Backlog to the level needed. The Product Owner is one person, not a commi3ee. The Product Owner may represent the desires of a commi%ee in the Product Backlog, but those wanNng to change a Product Backlog item’s priority must address the Product Owner. The Product Owner July 2013 Scrum Guide – Page 5
- 26. The Motivation behindthe Value Team IT Affected Stakeholders The Scrum Team ScrumMaster Developers Analysts Testers Product Owner Key: Key: The Value Team Domain Experts Governance Users / Customers
- 27. Introducing ….the ValueTeam The Value Team: A team that has everyone and everything they need to idenNfy, prioriNze and slice business value increments, and to make decisions about funcNonality and prepare the informaNon needed by the delivery team(s) to delivery a feature/story. Valuable Usable Feasible ? ? ? ? ? ? ? ? ? ?
- 28. Value Team Facilitator (Content Neutral) Project Manager Delivery Team Facilitator (Not Content Neutral) Business Stakeholders User Experience User Acceptance Test Independent VerificaNon and ValidaNon (IVV) Governance Introducing ….the Value Team One Possible Configuration Business Analyst(s)
- 29. Value Team Facilitator Project Manager Delivery Team Facilitator Business Stakeholders User Experience Business Analyst(s) User Acceptance Test Independent VerificaNon and ValidaNon (IVV) Governance Introducing ….the Value Team The Value Team Facilitator (VTF) is responsible for engaging all the necessary stakeholders and users of the system to idenNfy what needs to be built and discuss/ negoNate that with the delivery team. The VTF focuses their Nme on: • Defining and refining the Product Backlog • Preparing for and facilitates Release Planning MeeNng • PrioriNzing backlogs (e.g. content of next iteraNon) • FacilitaNng mulNple opinions and relays one voice to the Delivery Team • Delivering and Measuring business value from the project • Ensuring the Value Management Team is funcNonal and producNve • FacilitaNng the gathering of feedback during the IteraNon Review • FacilitaNng mulNple sessions with the Value Team to • IdenNfy Stakeholder Needs • Establish Product Vision • Resolve ConflicNng requirements • Define Product Roadmap • Determine Features Needs • PrioriNze Feature Delivery • Decompose Features by Value The Value Team Facilitator
- 30. Value Team Facilitator Project Manager Delivery Team Facilitator Business Stakeholders User Experience Business Analyst(s) User Acceptance Test Independent VerificaNon and ValidaNon (IVV) Governance Introducing ….the Value Team One Possible Configuration The Project Manager is primarily focused on the project (not the Value Team or Delivery Team). Project Managers need to: • Provide upper-‐management with the visibility and informaNon needed for decision making. • Manage project budget and resources • Manage and communicaNon expectaNon with external enNNes/teams • Dependency management • CreaNng, managing, updaNng and communicaNng the plan • Help in establishing the teams • Manage risks • Manage vendors and contracts The Project Manager
- 31. Value Team Facilitator (Content Neutral) Project Manager Delivery Team Facilitator (Not Content Neutral) Business Stakeholders User Experience User Acceptance Test Independent VerificaNon and ValidaNon (IVV) Governance One Possible Configuration Business Analyst(s) Introducing ….the Value Team
- 32. Value Team Facilitator (Content Neutral) Project Manager Delivery Team Facilitator (Not Content Neutral) Business Stakeholders User Experience Business Analyst(s) User Acceptance Test Independent VerificaNon and ValidaNon (IVV) Governance Introducing ….the Value Team One Possible Configuration
- 33. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Developers Re-introducing ….the Delivery Team Team Lead Generalizing Specialist(s) Business Analysts Testers The Delivery Team: has everything and everyone they need to deliver a working piece of tested, documented, deployable soDware.
- 34. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Developers Re-introducing ….the Delivery Team Team Lead Generalizing Specialist(s) Business Analysts Testers The Delivery Team Facilitator (DTF) is responsible for engaging all the members of the delivery team to idenNfy the best way to deliver value to the customer with the highest quality. The DTF focuses their Nme on: • EducaNng and protecNng the adopNon of Agile pracNces and processes • Support the team and clearing impediments • FacilitaNng criNcal team work sessions and agile team pracNces • Helping the team radiate progress and informaNon • Ensures the delivery team is funcNonal • Facilitates Follows-‐up on Improvements The Delivery Team Facilitator
- 35. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Developers Re-introducing ….the Delivery Team Team Lead Generalizing Specialist(s) Business Analysts Testers The Tech lead helps the team with the day-‐to-‐day technical responsibiliNes of the team and provides technical mentorship to the team. Most of the tech lead’s day could be spent on Shepherding technical excellence and providing technical guidance Monitor Technical Debt Answering technical quesNons Ensure Technical CollaboraNon Facilitate Pairing CoordinaNng Reviews The Tech Lead
- 36. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Developers Re-introducing ….the Delivery Team Team Lead Generalizing Specialist(s) Business Analysts Testers
- 37. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Facilitation is the art of leading people through processes toward agreed-upon outcomes in a manner that encourages participation, ownership and creativity from all involved. - The Grove Consultants International Facilitation is Critical in Agile Teams
- 38. Value Team Facilitator (Not Content Neutral) Delivery Team Facilitator (Content Neutral) Effective facilitation skills are critical to help the team have effective collaboration meetings An agile team facilitator : facilitates by creating a “container” for the team to create the “content”. Facilitation is Critical in Agile Teams
- 39. Value Team Facilitator Delivery Team Facilitator
- 40.
- 41. Coaching and FacilitaNon Leadership Value Management and BA Learning ObjecNves Learning ObjecNves Learning ObjecNves The Agile Mindset to Disciplines inside Software Development International Consortium for Agile
- 42. ICAgile Learning Roadmap 1. Intent to Learn à ICP 1a. AcNvely Acquiring Knowledge à ICP+x 2. Developed Knowledge into Competency à ICE 3. Maturing Competency into Proficiency à ICM Knowledge-‐based CerNficaNons Competency-‐based CerNficaNons International Consortium for Agile
- 43. 9-‐10 10-‐11 11-‐12 12-‐1 1-‐2 2-‐3 3-‐4 4-‐5 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Other IteraNon Planning Stand-‐up Demo RetrospecNve Release Planning Education verses Training Doing of Agile vs the Being of Agile International Consortium for Agile
- 44. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 22% Of people’s time is consumed by “doing agile practices” – what about the rest? International Consortium for Agile
- 45. Obtain ICAgile CerNfied Professional (ICP) CerNficaNon A%end an Accredited ICAgile Fundamentals Course by any of our Member OrganizaNons or transfer equivalent cerNficaNons (PMI-‐ACP… etc.) Select Discipline(s) of Study Each track of study (discipline) has a set of learning objecNves the professional must cover to apply for the ICAgile CerNfied Expert cerNficaNon. Obtain all ConNnuing EducaNon CerNficaNon (CECs) within a track These learning objecNves are covered by compleNng all the ConNnuing EducaNon CerNficaNons (CECs) defined within the track. There are typically 1-‐3 CECs per track. Instructors will assess students during the class before granNng CECs. Apply and PracNce Develop Competency The ICAgile CerNfied Expert (ICE) cerNficaNon requires a demonstraNon of competency. Make sure you have pracNced the things you have learned and have become competent in those skills before applying for the ICE 1 2 3 Apply for ICAgile CerNfied Expert (ICE) CerNficaNon 4 5 Once you have completed all the learning needed for a track and developed sufficient competency contact ICAgile to apply for the ICAgile CerNfied Expert cerNficaNon. 3. The ICAgile Educational Journey for People
- 46. Certifications CompletedStatus towards Expert Level Progress within Tracks Learning Objective CompletedLearning Objective Not Yet Completed Selected Learning Tracks International Consortium for Agile
- 47. Stay in Touch Dr. Ahmed Sidky Twi%er: @asidky [email protected] [email protected] www.icagile.com Thank you Questions?