Becoming Agile - Challenge the Traditional Thinking

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Becoming Agile - Challenge the Traditional ThinkingBy Yael Rabinovich @ AgileIL12http://agilesparks.com/BecomingAgile-YaelRabinowitz

Text of Becoming Agile - Challenge the Traditional Thinking

  • Challenging the traditional thinking AgilIL2012
  • Yael RabinovichSoftware industry since 1998Agile coach @ AgileSparks since 2009 Agile coach, AgileSparks Mail: Yael@Agilesparks.com
  • Challenging the traditional thinking AgilIL2012
  • Scenario: Retesting"Well, theres no point in testing now, If the code changes, Ill just need to re-test all this stuff anyway.Call me when things stop changing."
  • Traditional thinking Scenario: Retesting Whats the assumption taken? Things will stop changing Testing time = tests execution time Testing role certifying the product is ready for delivery The benefits Test execution time potentially will be reduced People motivation Test coverage is easier to track
  • Agile thinking Scenario: Retesting The assumption Things will keep changing The role of the tester is Improving the quality of the product before its complete Benefits Total delivery time potentially reduced Fixes are simpler (risktime) Tester role is more relied on and critical leading role Progress is more reliable Increase in quality
  • Agile thinking Scenario: Retesting Potential challenges: More testing time Doing the same again and again low motivation Effort on automation
  • Agile Thinking concepts Scenario: Retesting Optimize the whole flow Stop starting start finishing Lean Agile Early feedback Scrum Kanban Incremental development, Work as one Team,Build Quality In Automation, Continuous XPintegration, Unit tests
  • Scenario: UtilizationShould I start something new that is waiting for me ?
  • Traditional thinking Scenario: Utilization The assumption taken Im measured as efficient by the pace I produce The benefits: Peoples skills are highly utilized
  • Agile thinking Scenario: Utilization The assumption Effectiveness is measured by the time it takes us to get things done from concept to consumption Optimize the whole vs. Local optimization Work as one team Can I help directly? Do something in my domain that doesnt create work down stream ?Or assist in making downstream faster ? Innovation ? Improvement backlog?
  • Scenario: Scope Driven"We must include this new capability in this release, its strategic.It will result with postponing in 2 -3 months the release date"
  • Traditional thinking Scenario: Scope Driven Whats the assumption taken? Customer knows what they want Potential problems: You may loose the window of opportunity Time expands - Student syndrome, Parkinsons law Your team will run out of energy You end up with scope creep
  • Agile thinking Scenario: Scope Driven The assumption Early feedback Continuous short delivery cycles Customers discover what they want Benefits : Incremental value & ROI build customer trust Easy to plan Creates sense of urgency 80/20 rule (less is more)
  • Agile thinking Scenario: Scope Driven Potential challenges: Short term view High investment in reduce cost of release Late adapters Timebox dont scopebox Mary Poppendieck , Leading lean software development
  • Agile Thinking concepts Scenario: Scope driven Optimize the whole flow Stop starting start finishing Lean Deliver fast Agile Customer collaboration Early feedback Responding to change Scrum Kanban Project management framework: IncrementalEngineering Practices: Build development, XP Work as one Team,Quality In Automation,Continuous integration, Unit Sprints - timeboxing,tests Product Owner
  • Scenario: MeetingsAll day we are in endless meetings, there is no time to do real work
  • Traditional thinking Scenario: Meetings The assumption taken? Work is what we do out of the meetings (code, test) Machine model: Each part can be built separately and be assembled at the end Potential problems: More documentation More Process
  • Agile thinking Scenario: Meetings The assumption Team face-to-face communication is most effective Engineers discover how to build the product Benefits : Focus Tight feedback Ownership Team spirit Transparency
  • Practices that can help Scenario: Meetings Collaborative games Fun Physical participation Visualization Repeated Structure Small Facilitator Own a meeting Publish Agenda, goal, outcome Time-boxing Close the meeting explicitly
  • Agile Thinking concepts Scenario: MeetingsOptimize the whole flow top starting start finishing eliver fast Lean Individuals & Interactions Customer collaboration Agile Early feedback Responding to change Scrum Kanban Incremental development, Work as one Team, Sprints - time Build Quality In Automation, boxing, Product XP Owner, Cross Continuous integration, Unit tests, functional teams, ceremonies
  • Scenario: PlanningWe are bad at estimating, we never live up to our plans
  • Traditional thinking Scenario: Planning The assumption taken Engineers knows in advanced how to build the product
  • Agile thinking Scenario: Planning The assumption Engineers discover how to build the product Its an emerging process complex system Empirical data = Velocity, Working software Continuous planning = adapt the plan according to the teams capability
  • Agile Thinking concepts Scenario: Scope drivenOptimize the whole flowStop starting start finishingDeliver fast Lean Working software Individuals & Interactions Customer collaboration Agile Early feedback Responding to change Scrum Kanban Incremental development, Work as one Team, Sprints - timeBuild Quality In Automation, boxing, Product XP Owner, CrossContinuous integration, Un