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Whether you’re new to Agile or part of an experienced Agile team you will inevitably be faced with various challenges in becoming a successful team. In this session we will look at some common challenges teams are faced with and discuss various ways of overcoming those challenges.
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OVERCOMING
CHALLENGES IN AGILEDavid Yancey
DAVID YANCEY
@davidyancey
www.david-yancey.com
www.linkedin.com/in/davidyancey
about.me/davidyancey
AGILE MANIFESTO
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.
12 PRINCIPLES OF AGILE
SOFTWARE 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.
12 PRINCIPLES OF AGILE
SOFTWARE
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
12 PRINCIPLES OF AGILE
SOFTWARE
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.
COMMON CHALLENGES
Business/Corporate Challenges
Team Challenges
Individual Challenges
BUSINESS/CORPORATE CHALLENGES
Estimating / Budgeting
Transition from traditional project management
Documentation
Trust
ESTIMATING / BUDGETING
ESTIMATING / BUDGETING
No approved budget with out estimates
Estimates are inherently inaccurate
Estimate often
Adjust Estimations
Communicate Estimations
TRANSITION FROM TRADITIONAL
PROJECT MANAGEMENT
Understand the differences
Given-Choose-Adjust
DOCUMENTATION
It’s in the story
TRUST
Attempts breeds failure
Failure breeds Success
Success breeds trust
Communication of the above ensures trust
TEAM CHALLENGES
Team Commitment
Team Involvement
Off-shore/Off-site teams
TEAM COMMITMENT
Understand the commitment
Own the commitment
Stand-up for the commitment
TEAM RESPONSIBILITIES
Understand the team
Don’t leave anyone out
OFF-SHORE/OFF-SITE TEAMS
Isolated stories
Team Liaison
INDIVIDUAL CHALLENGES
Test Driven approach
QA/Developer toss back
Silo avoidance
Knowing when your done
TEST DRIVEN APPROACH
Start with functional test
Let the test drive the design
Test => Test.Morf(UnitTest)
QA/DEVELOPER TOSS BACK
Pair QA
Pair up to write UAT
SILO AVOIDANCE
Drive-by Pair Programming
Story sharing
KNOWING WHEN YOUR DONE
Create Done Chart
Create UAT before Coding
