WeBeAgile.com
My Motto:
"Value-added Agile/Lean product development combines leading change, practicing shared Agile
values & principles, applying iterative/incremental product development and takes wisdom,
passion, courage, a desire to be better and openness, especially to change"
2
27 years of System/Software Product Development & Delivery Experience
– Developer
– Object Modeler
– Data Modeler
– Team Lead
– Project Manager
– Certified Scrum Master/Certified Scrum Product Owner/Certified Scrum Practitioner
– Bachelor of Science/Computer Science
– Master of Business Administration/MIS
Copyright © 2008 Russell Pannone. All rights reserved.
About Me
3Copyright © 2008 Russell Pannone. All rights reserved.
4Copyright © 2008 Russell Pannone. All rights reserved.
Kanban Board
Pending WIP Done
Test
Define
Design
Code
Build & Implement
Copyright © 2008 Russell Pannone. All rights reserved.
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Overview: What it Means to be Agile and Lean
Leading Change
Agile Values & Principles
Iterative/Incremental System/Software Product Development & Delivery
SCRUM
People
Practices
Where Quality Control & Quality Assurance Fit
Preventing Defects of Intent and Defects of Implementation by:
Ensuring We are Doing the Right Things – “Fit for Purpose”
Ensuring We are Doing Things Right – “Fit for Use”
Copyright © 2008 Russell Pannone. All rights reserved.
7Copyright © 2008 Russell Pannone. All rights reserved.
8Results from Scott Ambler‟s February 2008 Agile Adoption Survey posted at http://www.ambysoft.com/surveys/agileFebruary2008.html
Copyright © 2008 Russell Pannone. All rights reserved.
9
Value = Positive Results Over Time
Copyright © 2008 Russell Pannone. All rights reserved.
10Copyright © 2008 Russell Pannone. All rights reserved.
11
SS Agile SS Agile
Copyright © 2008 Russell Pannone. All rights reserved.
12Copyright © 2009 Russell Pannone. All rights reserved.
13Copyright © 2009 Russell Pannone. All rights reserved.
14Copyright © 2008 Russell Pannone. All rights reserved.
Today1950‟s
15
- Product Owner
- Scrum Master
- Team
- Planning
- Daily Standup
- Sprint Review
- Retrospective
Release
Planning
Sprint
PlanningSprint
Review &
Retrospective
Copyright © 2009 Russell Pannone. All rights reserved.
1616Copyright © 2008 – 2012 Russell Pannone. All rights reserved.
Source: VesionOne 2008 State of Agile Development Survey
17
Leading Change
Agile
Values &
Principles
Scrum
Iterative and
Incremental
System/Software
Product
Development
PeopleCopyright © 2008 Russell Pannone. All rights reserved.
18
Leading ChangeAgile
Values & Principles
Scrum
Iterative and Incremental
System/Software Product
Development
Transformational Challenge
Re-Engineering
Re-Strategizing
Cultural Renewal
Copyright © 2008 Russell Pannone. All rights reserved.
19Copyright © 2008 Russell Pannone. All rights reserved. 19
20
Leading Change
Agile
Values & Principles
Scrum
* Taken from Leading Change by John Kotter - 1996
Iterative and Incremental
System/Software Product
Development
Your
Change/Action
Plan
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21
1. Establishing a sense of urgency
- Identifying and discussing Strengths, Weaknesses, Opportunities, Threats
2. Creating the guiding coalition
- Putting together a group with enough power to lead the change
- Getting the group to work together as a team
3. Developing a vision and strategy
- Creating a vision to help direct the change effort
- Developing strategies for achieving that vision
4. Communicating the change vision
- Using every vehicle possible to constantly communicate the new vision and
strategies
- Having the guiding coalition role model the behavior expected of employees
* Taken from Leading Change by John Kotter - 1996
Your Change-Action Plan(continued on next slide)
Copyright © 2008 Russell Pannone. All rights reserved.
22
5. Empowering broad-based action
- Getting rid of obstacles
- Changing policies, procedures and structures that undermine the change vision
- Encourage risk taking and nontraditional ideas, activities, and actions
6. Generating short-term wins
- Planning for visible improvements in performance, or “wins”
- Creating those wins
- Visibly recognizing and rewarding people who make wins possible
7. Consolidating gains and producing more change
- Using increased credibility to change all policies, procedures and structures that don‟t fit
the transformation vision
- Hiring, promoting, and developing people who can implement the change vision
- Reinvigorating the cultural renewal with new projects, themes and change agents
8. Anchoring new approaches in the culture
- Creating better performance through customer and productivity oriented behavior, more
and better leadership, and more effective management
- Articulating the connections between new behaviors and original success
- Developing means to ensure leadership development and succession
Your Change-Action Plan(continued from previous slide)
Copyright © 2008 Russell Pannone. All rights reserved.
Collaboratively and adaptively develop value-adding product increments in a continuous flow from requirements to deployment
Be objective and see things as a whole
Be value-driven not plan/task-driven
Identify and continually discuss individual, team and enterprise strengths, weaknesses, opportunities and challenges
Put together a coalition to lead by example and teach
Create a vision to help direct change
Use every vehicle possible to constantly communicate the vision and strategies
Get rid of barriers to being agile
Generate short-term wins
Develop people who can implement the change
Anchor being agile in the culture
23Copyright © 2009 Russell Pannone. All rights reserved.
24
Leading Change Agile
Values &
Principles
Scrum
Iterative and Incremental
System/Software Product
Development
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.
Copyright © 2008 Russell Pannone. All rights reserved.
25
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Working software is the primary measure of progress.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
26
Leading Change
Agile
Values & Principles
Scrum
Iterative & Incremental
System/Software Product
Development
Copyright © 2008 Russell Pannone. All rights reserved.
27
What is Iterative and Incremental Development?
The definition of "iterative" is to involve repetition
Iterative Development is a development approach that "cycles" through a set of activities, from understanding requirements to incrementally produce and refine an effective solution
Iterative Development involves the successive refinement of the solution definition and implementation by the repetitive application of the core development activities to incrementally produce and refine an effective solution
Copyright © 2008 Russell Pannone. All rights reserved.
28
The General Pattern of Agile Development
Increment of
Potentially
Shippable
Product
Time
Maintain &
Advance
Maturity Level
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29
Leading ChangeAgile
Values & Principles
ScrumIterative and Incremental
System/Software Product
Development
Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2005 Mountain Goat Software.
30
Scrum Explained
Copyright © 2008 Russell Pannone. All rights reserved.
In Scrum you work in iterations
delivering value-adding results
incrementally
“The… „relay race‟ approach to
product development…may conflict
with the goals of maximum speed
and flexibility. Instead a holistic or
‘rugby’ approach—where a team
tries to go the distance as a unit,
passing the ball back and forth—
may better serve today’s
competitive requirements.”- Hirotaka
Takeuchi and Ikujiro Nonaka, “The New New Product Development
Game”, Harvard Business Review, January 1986
31Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2008 Russell Pannone. All rights reserved.
- Product Owner
- Scrum Master
- Team
- Planning
- Daily Standup
- Sprint Review
- Retrospective
32
Scrum Roles & Definitions(continued on next slide)
Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2005 Mountain Goat Software.
33
Scrum Roles & Definitions(continued on next slide)
Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2005 Mountain Goat Software.
34Copyright © 2008 Russell Pannone. All rights reserved.
Scrum Roles & Definitions(continued from previous slide)
Copyright © 2005 Mountain Goat Software.
35
Looking at SCRUMfrom a Different Perspective
Pivotal
PointsProgress
Items
Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2008 Russell Pannone. All rights reserved.
- Product Owner
- Scrum Master
- Team
- Planning
- Daily Standup
- Sprint Review
- Retrospective
User Stories Business
Priority
Story Points
Story A 1 5
Story B 2 8
Story C 3 1
Story D 4 8
Story E 5 2
Story F 6 2
Story G 7 2
Story H 8 8
Story I 9 5
Story J 10 1
36Copyright@ 2008 Russell Pannone. All rights reserved.
Copyright@ 2008 Russell Pannone. All rights reserved.
The Product Owner/Customer tells us they want an implement for writing,
drawing, or marking that is easy to keep sharp, is comfortable to hold, and when
they want to they can easily make a correction.
We collaborate more with the Product Owner/Customer on their needs or
requirements and define the implement’s features and corresponding
benefit/value, as depicted in the table below. Take notice that we have benefits
that influence the implement’s functionality and constrain its design and final
form.
Features Benefits/Value
Is made of wood Easy to sharpen and smells good
Has a specific diameter Comfortable
Surface to be coated Won’t get splinters
Contains a lead composite filler Creates an impressive line
Has an eraser at the end Makes correcting easy
Copyright © 2008 Russell Pannone. All rights reserved. 38
• As an implement user I want an implement that is made of wood so it is easy to sharpen and smells good when sharpening
• As an implement user I want an implement that has a specific diameter so it is comfortable to hold
• As an implement user I want the surface of the implement to be coated so I won’t get splinters when I use it
• As an implement user I want the implement to contain a lead composite filler so I can create an impressive line
• As an implement user I want to have at the end of the implement an eraser so I can easily make a correction
Copyright © 2008 Russell Pannone. All rights reserved. 39
40Copyright@ 2008 Russell Pannone. All rights reserved.
A story is a “placeholder”
for a requirement formulated in
one or two sentences written in the
everyday language of the customer
or user describing desired
functionality; containing just
enough information so that the
product team can produce a
reasonable estimate of the effort to
implement it
41Copyright@ 2008 Russell Pannone. All rights reserved.
As a Customer I
want to review my
order so that I can
verify my address
is correct
Four factors to consider when prioritizing
1. Degree of uncertainty - the amount and significance of learning and new knowledge gained by developing the product increment
2. The amount of risk removed by developing the product increment
3. The value of having the product increment
4. The cost of developing the product incrementCopyright © 2008 Russell Pannone. All rights reserved. 42
What matters are the relative values
The raw values we assign are unimportant
A story assigned a two should be twice as much as a story that is assigned a one; it should be two-thirds of a story that is estimated as three story points
Estimating in story points completely separates the estimation of effort from the estimation of duration
Copyright © 2008 Russell Pannone. All rights reserved.
43
Story Points: Relative Measure of the Size of a User Story
Product Backlog
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Project InceptionProject Execution
(Sprints)
Product
Vision
Release Plan
Sprint Plan
DevelopReview and Adapt
Stories and
Backlog
From “Agile Project Management” Jim Highsmith Copyright 2004
Copyright © 2008 Russell Pannone. All rights reserved. 50
User Stories Business
Priority
Story Points
Story A 1 5
Story B 2 8
Story C 3 1
Story D 4 8
Story E 5 2
Story F 6 2
Story G 7 2
Story H 8 8
Story I 9 5
Story J 10 1
51Copyright@ 2008 Russell Pannone. All rights reserved.
Copyright © 2008 Russell Pannone. All rights reserved.
1. Selecting Stories from the
Product Backlog
2. Identifying the tasks to
realize a selected Story
3. Estimating the hours
required to complete the
task
4. ScrumMaster validates total
estimated work against
total team capacity during a
Sprint (# of people *
productive hours/day * # of
days for the Sprint)
52
Copyright © 2008 Russell Pannone. All rights reserved.
1. Selecting identified
tasks to complete
2. Completing them
per the team's
definition of done
3. This cycle repeats
until all Story
points for the
Sprint are earned
and/or Sprint is
complete
53
Copyright@ 2008 Russell Pannone. All rights reserved. 54
Team Velocity
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56
Velocity Chart Example
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Velo
cit
y
Sprint
Copyright@ 2008 Russell Pannone. All rights reserved.
Burndown Chart consists of
Copyright@ 2008 Russell Pannone. All rights reserved.
On a Scrum project, the team tracks its progress against a release plan by
updating a release burndown chart at the end of each Sprint.
The horizontal axis of the release burndown chart shows the Sprints; the
vertical axis shows the amount of work remaining at the start of each Sprint in
Story points.57
Sto
ry P
oin
ts
|
S2
|
S1
|
S4
|
S3
|
S5
|
S11|
S8
|
S9
|
S10
|
S7
|
S6
58
Burnup Chart Example
Copyright@ 2008 Russell Pannone. All rights reserved.
59Copyright © 2008 Russell Pannone. All rights reserved.
60
Leading ChangeAgile
Values & Principles
Scrum
Iterative and Incremental
System/Software Product
Development
O
P
A practice is a common approach
for doing something
with a specific purpose in mindCopyright © 2008 Russell Pannone. All rights reserved.
61
Skill
Level
Depth
of
Knowledge
Role
Persona
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62
Your Competency Assessment
Information
Services
And
Technology
Business
Unit
SupportDevelopmentExecutive
Skill
Level
Depth
of
Knowledge
Role
Persona
Copyright © 2008 Russell Pannone. All rights reserved.
Barrier to Becoming Agile
Motivation
63
Motivator Factors Hygiene Factors
•Achievement •Recognition •Work Itself •Responsibility •Promotion •Growth
•Pay and Benefits •Company Policy and Administration •Relationships with co-workers •Physical Environment •Supervision •Status •Job Security •Salary
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64
Candidate Practices
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65Copyright © 2008 Russell Pannone. All rights reserved.
Copyright © 2008 Ivar Jacobson Consulting.
Sprint/Iteration
66
Copyright © 2008 Ivar Jacobson Consulting.
Copyright © 2008 Ivar Jacobson Consulting.
Copyright © 2008 Ivar Jacobson Consulting.
Copyright © 2008 Russell Pannone. All rights reserved.
67
Copyright@2009 SolutionsIQ All rights Reserved
Working software & demo
Unit test
Code review
Installer
Tests
Functional
Performance
Regression
Documentation
User docs/Online help
Internal design docs
Release notes
API documents
Copyright@ 2008 Russell Pannone. All rights reserved.
68Copyright © 2008 Russell Pannone. All rights reserved.
69
A Paradigm Shift
Source: www.dsdm.org
A Paradigm Shift
How is Agile Planning Different from Traditional Approaches?
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70
When Being Agile,Where Does
Quality ManagementFit?
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71
Ensure We Are Doing the Right Things
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Copyright © 2005 Mountain Goat Software
72
Ensure We Are Doing the Right Things(continued from previous page)
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73
Ensure We Are Doing Things Right
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74
Looking at the Big Picture
Qualityis Everyone's Responsibility
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75
Back-Up Slides
Copyright © 2008 Russell Pannone. All rights reserved.