Product Development using Agile Teams: What? Why? How?

Product Development with Agile Teams:What?, Why? & How?

Empowering teams to deliver solutions to tough customer problems via collaboration, frequent delivery and discovery

Brad Jeffrey Neiman Adam Yuret

Agile Coach Consultant

NeīMan Technical Services

Context-Driven Agile

[email protected]

[email protected]

mailto:[email protected]



Agile Prod Dev: What? Why? & How? 2

OUTCOME

To Empower you to bring Agile to your Product Development Team.

05 March 2013


TALKING POINTSWhat?

DefinitionRoad to AgileValues

Why?

How? 3 Roles4 Ceremonies3 Artifacts

05 March 2013


WHAT?1. Definition2. Road to Agile3. Values

05 March 2013


DefinitionAgile:

To Effectively deliver Frequent Value End-User/ Customer, at a Sustainable Pace, while Adapting to Change.

05 March 2013


Agile-Scrum Process

05 March 2013


Road to Agile

• Lean Manufacturing Deming Toyota

Quality (Value) is impossible if people are afraid to tell the truth. – W. Edward Deming

• Hirotaka Takeuchi & Ikojuro Nonaka “The New New Product Development Game”

Harvard Business Review – Jan/Feb 1986 Iterative & Collaborative Fuji-Xerox, Honda, Canon

05 March 2013


AGILE Values

HIGHER LOWER

Individuals & Interactions processes & tools

Working product comprehensive documentation

Collaboration negotiation

Responding to Change following a plan

05 March 2013


WHY? Agile vs. Waterfall

05 March 2013


Agile vs. Waterfall

Deliver & Learn as we go vs. Waiting for Perfection

05 March 2013

ELEMENT AGILE WATERFALL

Timing of Delivery Incrementally All at once, at end

Risk of Meeting Needs

Low High

Responsiveness Flexible Stiff

Waste Low High

Teamwork Collaborative Siloed

Atmosphere Exploratory Perfectionist


HOW?1. Practicing

• 3 Roles• 4 Ceremonies• 3 Artifacts

2. Path

05 March 2013


3 Roles*ROLE CORE FUNCTION/ PROPERTIES

Product Manager

Prioritizer Surrogate/ Connection to End-User & Customer• Prioritize Work• Responsible for Value/ Profitability of

Product• Defines Features

Scrum Master*

Facilitator Facilitate team working effectively & disciplined manner• Removes barriers• Shields Team from external

Interferences

TEAM Doers Determines how long/ effort to complete work (Stories, Tasks, etc) actually do work• Cross-functional (7+/-2 members)• Self-organized

05 March 2013

*NOTE: Scrum Master *must* be a peer to Team – facilitator (alongside), NOT director allow team to be self-generating.


4 CeremoniesCEREMONY FUNCTION CONTEXT/ SPIRIT

Planning Priories work to be done in Sprint

Clarity, Completeness & Feasibility[Value(End-User)]

Stand-Up (“scrum”)

Check-up on Heart-beat of project

Communication over Status

Review & Demo

• Clear – accomplished• Feedback from End-

User/ Customer/ Stakeholder

What’s So

Retrospective Continuous Improvement Growth[Vital Few over Trivial Many]

05 March 2013


PLANNING*Spirit: Clarity, Completeness & Feasibility

Timing: Long- vs. Short- term

Estimating: Story vs. TasksStory (relative sizing) – def’d by PdMTask – def’d by Team

Prioritizing

05 March 2013


User Story*

AS A <End-User>,I WOULD LIKE TO <Action>,SO THAT <Value>

05 March 2013


STAND-UPSpirit: Communication over Status

Act of standing-up team: concise & focused

Elements:DONE?Next?

Slowdowners? (#1)Sync-Ups?

05 March 2013


REVIEW & DEMO*

Spirit: What’s So

Audience: End-Users, Customers, Stakeholders

1. PdM: presents project2. Team: demos features “done” to End-User3. All: discuss Obstacles & Learning4. Team: show Quality5. PdM: collects feedback

6. CELEBRATE!05 March 2013


RETROSPECTIVESpirit: Learning

Reflect:Slowdowners ImproveWorked Well AmplifyLearned Lessons take forward

2-3 Activities/ Experiments improve: implement & monitor

05 March 2013


3 ArtifactsProduct Backlog/ Freezer

Managed by PdM

Sprint Backlog fixed once Sprint starts*, if new Prod. Backlog

Burndown Chart Indicate progress fulfill Sp. Backlog

05 March 2013


SUMMARY: 3-4-33 Roles

Product manager Scrum Master Team

4 Ceremonies Planning Stand-Up Review & Demo Retrospective

3 Artifacts Product Backlog Sprint Backlog Burndown Chart

05 March 2013


End-GamePath

Foundation Trust & Teamwork Cross-functional training & working Support enable Frequent Delivery

05 March 2013

People: Individuals cohesive Team

Work: Large Chunks

Single-Piece Flow

Delivery

Many Sprint

Single Sprint

FURTHER READINGTITLE AUTHOR(

S)USE

Planning eXtreme Programming (XP)

Beck & Fowler

Team Level, Scrum Masters, Product Owners

New New Product Development Game

Takeuchi & Nonaka

Origination of Scrum, article from Harvard Business Review

Personal KanBan Benson & DeMaria Barry

Effective methods for managing your own work & deep dive into use of KanBan (sign-board)

The Goal Goldratt & Cox

Fundamentals of Lean through storytelling

Lean Startup Ries MVP/ search for product fit to customer pain

Innovator’s Solution Christensen & Raynor

Process of innovation in organizations

Innovator’s DNA Dyer, Gregersen & Christensen

Behaviors for innovation on personal level (inventor CEO of innovative co)

80/20 Principle Koch Key to Effectiveness: Focus on Vital Few over Trivial Many

05 March 2013


QUESTIONS?

05 March 2013

AGILE ValuesHIGHER LOWER

Individuals & Interactions processes & tools

Working product comprehensive documentation

Collaboration negotiation

Responding (& Adapting) to Change

following a plan


OUTCOME

To Empower you to bring Agile to your Product Development Team.

05 March 2013


THANK YOU!

05 March 2013

Brad Jeffrey Neiman Adam Yuret

Agile Coach ?President

NeīMan Technical Services

Context Driven Agile

[email protected]

[email protected]





BACK-UP

05 March 2013


PRINCIPLES: 1 of 2

# PRINCIPLE DETAIL1 Early & Con’t

DeliveryHighest Priority: satisfy customer Early & Continuous Delivery of Valuable S/W

2 Harness Change/ Adaption

Welcome Changing Requirements, even late in development – Harness Change/ Adaption for Competitive Advantage

3 Deliver Freq Deliver Freq working S/W– preference to Shorter Timescale

4 Biz + Dev: Work DAILY

Business + Developers must Work DAILY – throughout Project

5 Motivated Individuals – they Need & Trust

Build Projects around Motivated Individuals. Give them Environment & Support they need & Trust them to get Job DONE.

6 Face-to-Face Most Efficient & Effective method of conveying Info to & w/in Dev Team is Face-to-Face conversation

7 … …

05 March 2013


PRINCIPLES: 2 of 2

# PRINCIPAL DETAIL

7 Working SW Working SW: primary Measure of Progress

8 Sustainable Development

Sustainable Dev – Sponsors, Developers & Users – able to Maintain Constant Pace Indefinitely

9 Tech Excellence & Good Design

Continuous Attn to Tech Excellence & Good Design enhances Agility

10

Simplicity: Work NOT done

Simplicity – Art of Max amount of Work NOT done – essential [“know what to say No to” Islands of Profits in Sea of Red]

11

Self-Organized Teams

Self-Organized Teams Best Architectures, Req’s & Designs

12

Regular Retrospectives

Regular Intervals – Team Reflects: how to become more Effective, then Tunes & Adjusts Behavior Accordingly. [Continuous Improvement]

05 March 2013


PRACTICES

05 March 2013


Scrum Process

05 March 2013


PLANNINGTheme of Sprint: establish

Definition of Ready (to plan)

Definition of DONE: Define/ Review

Identify:Obstacles/ RisksDependenciesConditions of Satisfaction (tests, inspection, et. al.)

Max_Capacity(Team-member): 5 hrs/ day slack be creative, problem solve, adapt

Tasks: << 16 hours (1~4)05 March 2013


PHASES TEAM COHESION+

PHASE THEME WHEN [months]

1. Forming Collection of Individuals 2-3

2. Storming Disagreement & Competition

4 & 5

3. Norming Group Cohesion 6 & 7

4. Performing

You’ve Got TEAM!

05 March 2013

• Process Team:• Stuck• Regress

PATIENCE is ESSENTIAL!


CHALLENGES

FROM TO“Following a Plan” “Converging on Value”

“Activity-based” “Feature-based”

Estimation=Commitment

Estimation: guess – indication for priority of Features

Balance high-degree of Uncertainty w/ Needs of Business

Perceptions of Agile Development

05 March 2013


Challenges of the Sprint Review• Team demonstrates work that is not “Done”• Team has not shown data indicating how they managed

themselves• Team does not demonstrate the product from a user/value

perspective• Team does not accept feedback well; gets defensive• Product Owner is surprised at Sprint Review• Stakeholders not available for Sprint Review• Team uses powerpoint to demonstrate software functions• Team does not show product quality metrics• Feedback is not going into Product Backlog for consideration• Great review, but nobody knows where the project is

05 March 2013