Introduction to agility
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Introduction to Agile
Alexandre Cuva
Agile Coach, LSTM, CSM, CSPO, PSM I, HSPTP
2012
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Practical Stuff
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Alexandre Cuva
Email : alexandre.cuva@altran.com
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309
Organizational Coaching
(Management 3.0, Scrum)
Team Coaching
(Scrum, XP, Kanban)
Technical Coaching
(TDD, BDD, C#, Java, Groovy)
Agile Training
(Management 3.0, Agile, Scrum, XP)
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Exercise: Introduction
For each person at the table:
1. Think about your personal goal for this course (Why are you here, and not somewhere else?)
2. Write down your goal (you will need it later)
3. Introduce yourself to the group (if needed), and explain your goal
4. Offer a “Little Know Fact” about yourself
Source: Management 3.0 Courseware developed by Jurgen Appelo
15 minutes
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Observation
The complexity is growing fast
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Observation
The current standard management system, does not provide satisfaction to all.
“Organizations can become learning networks of diverse individuals creating value, and the role of leaders should include the stewardship of the living rather than the management of the machine.”
http://www.stoosnetwork.org
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Agile Overview Agile Methodology Used
Source: http://www.versionone.com/state_of_agile_development_survey/11/
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Agile Overview Reasons for Adopting Agile
Source: http://www.versionone.com/state_of_agile_development_survey/11/
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Agile Overview Benefits obtained from implementing Agile
Source: http://www.versionone.com/state_of_agile_development_survey/11/
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Agile Overview
Source: http://www.versionone.com/state_of_agile_development_survey/11/
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Agile Overview Exercise : Myth and Facts about Scrum
On the post-its in front of you, write 3 facts you already know and 3 myths you’ve heard about agile and /or Scrum. Write only one fact or myth per note, and don't indicate whether any particular note is a fact or a myth. Don't share them yet.
Someone from each table gather post-‐its from your team and pass to the next table
As a team, take the post-‐its from the other team and post on your flip chart as fact or myth (if you are not sure – put in the middle)
10 minutes
10 minutes
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Business Solutions
Agility Overview Brief reminder of Waterfall
Stages of SDLC (Software Development Life Cycle)
What if we did small
iterative cycles instead?
What if we did small
iterative cycles instead?
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Agile Overview Agile Tree
Source: Coaching Agile Teams by Lyssa Adkins
Practices
Principles Values
Profit
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Core beliefs of Waterfall
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The Core beliefs of Agile
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The Core beliefs of Lean
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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.
http://agilemanifesto.org
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Agile Overview Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing
teams. 12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Source: Agile Manifesto : http://www.agilemanifesto.org
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Agile Overview Exercise: Agile Principles
• In your groups on a flip chart paper, write the numbers 1 through 12.
• Come up with three words maximum that effectively capture each of the twelve principles.
• Also as a team pick the three principle you feel are most valuable, if you could only keep 3
• Report back to the class
15 minutes
10 minutes
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Seven Lean Principles
1. Eliminate Waste
2. Build Quality In
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole
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Business Solutions
Agile Overview Comparison of Agile practices
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Agile Development Rules
Non single code owner Coding convention
Pair programming
Continues Integration
Refactoring
Simplicity
Test Driven
Development
Needed
Needed
help
help
help
Needed
Needed
Source: Altran CIS
Septembre 2011 Altran AESI V2011
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Lean Portfolio Management
Benefits
• Speed & Quality
• Line of sight to Business needs
• Minimizing work in progress
• Minimizing Interruptions
Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway
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Lean Portfolio Management
Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway
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Retrospective
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SCRUM OVERVIEW
Learning Framework
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Scrum Overview Scrum three Pillars
Transparency Inspection Adaptation
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Business Solutions
Scrum Overview The main highlights
The project is chopped into small iterations called Sprints. Each sprint takes usually between 2-4 weeks. The goal of every sprint is to deliver new functionality that can be potentially delivered to the stakeholders At the beginning of the sprint, the team meets up and prepares the work for the upcoming sprint There is a daily stand-up ceremony At the end of the sprint, a review of the work done takes place Also, there is a retrospective of what went wrong/well, points to improve, etc Finally, the backlog is groomed depending on customer feedback, priorities, etc
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Business Solutions
Scrum Overview Schedule
Before the sprint,
backlog is groomed
Before the sprint,
backlog is groomed
Sprint is then planned
and committed formally
Sprint is then planned
and committed formally
Daily stand-up Daily stand-up
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Business Solutions
Scrum Overview Schedule
Review day Review day
After the review,
retrospective takes
place
After the review,
retrospective takes
place
Retrospective
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SCRUM ROLES
Scrum a Learning Framework
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Scrum Roles Exercise : Scrum Roles
Form groups
On Post-It’s write responsibilities and tasks that a project manager traditionally had
Discuss where either each of the notes now belongs to the Scrum Master, the Product Owner or the team.
Put the notes on the board accordingly
20 minutes
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Scrum Roles Scrum Master He protects the team from all disturbances.
He is not part of the team.
He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum.
He makes sure that the agile ideals are understood and that they are respected by all stakeholders.
He is not responsible for the delivery of the product.
• Protect your Scrum-Team
• Remove Impediments
• Run the Process
• Work with Product Owner
• Work with the Organization
Scrum
Master
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Scrum Roles Product Owner She drives the Product Owner from the business
point of view.
She communicates a clear vision of the product and she defines its main characteristics.
She also accepts the product at the end of a Sprint.
She makes sure that the team only works on the most valuable Backlog Items.
She has the same goal as the team.
She is responsible for the return on investment.
• Return on Investment
• Build and Communicate Vision
• Maintain product Backlog
• Acceptance of Delivery
• Establish and maintain Release plan
Product
Owner
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Scrum Roles The Team
They deliver the product and they are responsible for the quality.
They work with End User, PO and Customers to understand the business requirements.
The Teams performs its commitment voluntarily.
They work continuously with the PO to define the strategic direction of the project.
• Deliver
• Quality
• Estimate
• Commit
• Self-Organized
Team
Retrospective
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Ressources
Geneva – Lausanne Agile / Lean / Scrum Communities
Alexandre Cuva
Email : alexandre.cuva@altran.com
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309
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