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Combined slide decks from the presentation at Progressive.net 2011
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YOU THINK YOU KNOW AGILE?
The where, what and how of agile
@NathanGloyn
nathangloyn
Design Code Release
Agenda
You Decide!
ROOTS...
Roots...
When agile was born… Heavy weight project management
processes Misunderstood requirements Missed deadlines or death march
projects Inability to change requirements Applications with lots of defects Increases the cost
Roots...
Scrum – first describedDSDM, Adaptive Software DevelopmentScrum
1986
1995
1996Extreme Programming (XP), Crystal Clear
1997 Feature Driven Development
2001 Agile Manifesto
2004 Kanban??
Roots...Agile Manifesto
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.
Roots...
Agile Manifesto – 12 Principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Roots...
Agile Manifesto – 12 Principles
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Roots...
Agile Manifesto – 12 Principles
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Roots...
Agile Manifesto – 12 Principles
Simplicity Self-organizing teams Regular adaptation to changing
circumstances
CONCEPTS
Concepts
Control
Concepts
Communication
Concepts
Collaboration
Concepts
Cooperation
Concepts
Commitment
TEAM
Team
The team is: Critical to success Not a bunch of individuals No Hero’s Not dependent on any member Empowered Trusted
Team
Who is in the team? Team Member Product Owner Customer
Team
Who is a Team Member? Developer Tester Business Analyst Team Lead Architect Product Owner
Team
Do we need a product owner? Focus on what to deliver Customer Proxy Product Manager Project Manager not a good fit Not good idea to be a team lead or
manager
Team
Where does a Scrum Master/Coach fit in?
Guardian of the teams process Servant/Leader Helps foster the idea of “team” Should never be a team lead or
manager Focused on helping team deliver
Team
Do we need a project manager? Generally no Responsibilities distributed
Product owner Coach/Scrum Master
Some projects have to be waterfall
Team
GeneralistOR
Specialist?
Team
A Self <?> Team
1.Self Organising2.Self Directing3.Self Managing
METHODOLOGIES
Methodologies
Currently 3 main stream: Scrum XP Kanban
Methodologies: Scrum
Methodologies: Scrum
TO DO WIP Done
Methodologies: XP
Methodologies: XP
TO DO WIP Done
Methodologies: Kanban
Input Queue
In Proces
sDone
Available
capacity
Methodologies: Kanban
TO DO WIP (2)
Done
Methodologies
Commonalities: Visibility/Transparency User stories Pull Based Definition of done Sustainable pace Continuous Improvement
Methodologies: Helicopter View
Plan release
Plan iteration
Work through items
Release when “Done, Done”
Iteration Retrospective
Release Retrospective
Plan sprint
Work on items in sprint
Review
Retrospective
Input queuePull item to workWork until meets
done criteriaRepeat
Scrum
XP Kanban
Methodologies: Meetings
Release Planning
Iteration Planning
StandupIteration
RetrospectiveRelease
Retrospective
Daily Stand-upSprint ReviewSprint
RetrospectiveSprint PlanningBacklog grooming
None
Scrum
XP Kanban
Methodologies: Roles
CustomerCoachTeam
CustomerProduct OwnerScrum MasterDevelopment
Team
What ever youcurrently have
Scrum
XP Kanban
Methodologies: Artifacts
BoardChartsMore
charts!
Card BoardBacklogDefinition of
DoneBurndown
BoardWhat ever
reports you wish to create
Scrum
XP Kanban
Methodologies: Metrics
Velocity
Velocity Lead timeCycle timeThroughput
performanceDue date completionetc
Scrum
XP Kanban
Methodologies:Continuous Improvement
Iteration retrospectives
Release retrospective
Inspect & Adapt
Sprint retrospective
Kaizen cultureKaizen blitzSlack
Scrum
XP Kanban
Methodologies: Differentiators
Scrum Estimation Commitment Forecasting Iterations Team decide what to pull into an
iteration
Methodologies: Differentiators
XP Short Iterations “Done, Done” Rules
5 Values 14 Principles 24 Practices
Methodologies: Differentiators
Kanban Flow Cadence Policies Classes of Service
Methodologies: ComparisonScrum XP Kanban
Visibility/transparency User stories Pull Based Product Backlog Definition of Done Sustainable pace Continuous Improvement Iterations –Technical practices
Meetings
Roles
LEAN
Lean
What is Lean? From manufacturing
Toyota Production System (TPS) Just In Time (JIT) production Kanban card Kaizen
Poppendicks Lean Software Development: An Agile Toolkit
(2003) David J Anderson
Kanban - Successful Evolutionary Change for your Technology Business
Lean: Principles
Eliminate Waste
Lean: Principles
Build Quality In
Lean: Principles
Create Knowledge
Lean: Principles
Defer Commitment
Lean: Principles
Deliver Fast
Lean: Principles
Respect People
Lean: Principles
Optimise the whole
WHAT’S NEXT?
What’s next?
ScrumBan Lean Startup The rise of lean Death of the Iron triangle?
What’s next: Scrumban
Mixture of Kanban & Scrum Workflow of Kanban
Backlog column for iteration Ready column for higher priority work
Meetings of Scrum
What’s next: The rise of lean
The next best thing? Beware marketing speak Can help whatever process you are
using Kanban
What’s Next: Lean Startup
“new methodology” Focused on getting product “out
there” More a business methodology Kanban great fit Beware comparisons to agile
What’s Next: Lean StartupAgile Lean Startup
Product Roadmap Business Model Canvas
Product Vision Product Market Fit
Release Plan Minimal Viable Product
Sprint Kanban
Sprint Review Pivot or Persevere Decision
On-Site Customer "Get Out Of The Building"
User Story Hypothesis
Backlog "To Learn" List
Definition of Done Validated Learning
Red-Green-Refactor Learn-Measure-Build
Customer Feedback Customer Validation
Acceptance Test Split Test
Velocity AARRR
Mock Object Feature Fake
Continuous Integration Continuous Deployment
Certified Scrum Master Customer Success Manager
What’s next: Death of the Iron triangle?
Cost exists anyway Quality should be a given Scope flexible Possibly in enterprises Unlikely with external clients
SUM UP
Summary
Lots of ideas Pull in what works Throw away what doesn’t Create your own process Stay true to principles
@NathanGloyn
nathangloyn
Design Code Release
