AgileTour12 - Dublin 2:002:15 Welcome 2:153:00 Timebox or Flow? Choices to consider in your Agile/Lean adop=on – Colm O’hEocha, AgileInnova=on From the coalface – John Vaughan, SoBCo 3:003:45 Agile Requirements Management with User Stories – Fran O’Hara, InspireQS ScrumBan and beyond! Gail Park and Glen Lockhart, Openet 3:454:15 Coffee & Networking 4:155:00 The Three Revolu=ons Claudio Perrone aka AgileSensei Experiences in Implemen=ng Agile Development John AbboU, Karl Heery, Mairead Mulligan, Aisling Ni Cheallaigh, Aegon Insurance 5:005:30 Panel Session Sponsored by AgileInnovation and InspireQS
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AgileTour12 - Dublin 2:00-‐2:15 Welcome
2:15-‐3:00 Timebox or Flow? Choices to consider in your Agile/Lean adop=on – Colm O’hEocha, AgileInnova=on
From the coalface – John Vaughan, SoBCo
3:00-‐3:45 Agile Requirements Management with User Stories – Fran O’Hara, InspireQS
ScrumBan and beyond! -‐ Gail Park and Glen Lockhart, Openet
3:45-‐4:15 Coffee & Networking
4:15-‐5:00 The Three Revolu=ons -‐ Claudio Perrone aka AgileSensei
Experiences in Implemen=ng Agile Development -‐ John AbboU, Karl Heery, Mairead Mulligan, Aisling Ni Cheallaigh, Aegon Insurance
Timebox or Flow? Choices to consider in your Agile/Lean
adop=on
This material is Copyright Protected under the following Crea=ve Commons License: AUribu=on-‐ShareAlike 3.0 Please use this material freely and derive further work from it. BUT, aUribu=on must be given to the original author, and these same rights must govern all derived works. Please use the following aUribu=on: “Colm O’hEocha, AgileInnova=on Ltd. 2010: www.agileinnova=on.eu”
Agile/Lean Delivery Models
Timeboxed Scrum, XP, FDD,… Flow Based
Kanban,…?
• Work Planned based on Capacity • Scope Fixed, Dura=on Variable • Commitment -‐> Waste Elimina=on • Macro & Micro Level Pull
• Work Planned to fit the Timebox • Dura=on Fixed, Scope Variable • Commitment -‐> Es=ma=on & Planning • Macro Level – Pull; Micro Level -‐ Push
Flow – A Way to Maximise Value Delivery & Minimise Waste
• Pipeline/Value Stream Constrains the ‘Work in Process’ (WIP) • WIP Limits & CoS protect the Team from Churn & Interference • The Pipeline is Transparent
• Explicit Policies – Maintain the Pipeline – address boUlenecks
• Product Owner – Decides the next most important piece of work
Analysis (2) Development(4) Test (3) Ready to Deploy
Deployed
In Progress Done In Progress Done
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2
3
5
6
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4 9 8 10
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Here is an example Kanban board. No=ce the stages of the process, represented as columns. No=ce the WIP limits in parentheses beside the column names. Let’s say tes=ng of =cket 1 is complete. We move it downstream to indicate that it is ready to deploy. Now we have 2 items in Test, with a WIP limit of 3, so we may pull a =cket from Development Done into Test, leaving 3 in Development, which has a WIP limit of 4, so we may pull a =cket into Development from Analysis Done, and so forth.
Because our WIP limit in Development covers both In Progress and Done, when we complete development on a =cket, we may move it to the Development Done column to indicate that it is completed, without breaking a WIP limit.
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WIP limits stop work being pushed downstream when there is insufficient capacity to receive the work. If development work on =cket 5 is completed, it cannot be “pushed” into Test, because Test is already at its WIP limit. A =cket completes Tes=ng, a slot comes free, and =cket 5 may now be pulled into Test. The Input queue may be replenished to its WIP limit with new work from the customer.
Kanban Mechanics in a Nutshell
As work is completed it moves to Done. But because Test is proving a boUleneck, preceding opera=ons quickly 'back-‐up'. Eventually ‘Development’ cannot take on any further work – it has reached its WIP limit. This is like a signal (kanban) from Test to Development to stop producing more work than can be tested. Similarly, Analysis quickly reaches its WIP limit and is disallowed from taking on new work.
Some Things to Consider…
E.g. So'ware Development E.g IT Opera6ons
TimeBoxed Flow Somewhat-‐Predictable Demand
• Over Short Planning Horizon
• Sub-‐Itera=on Features
Interrupt Driven Demand • Day to Day, Hour to Hour • Highly Variable/
Unpredictable Task Dura=ons
Focus Time • Reduce Churn &
Distrac=on
Less Focus Time • Churn/Distrac=on un-‐
avoidable
Shared, Collabora=ve Work • X-‐Func=onal Teams (7±2) • Generalists • Parallel Work
High Specialisa=on • Individuals (∞) • Hand-‐Offs & Dependancies • Parallel & Sequen=al Work
Colm O’hEocha, AgileInnova=on Ltd. Colm@agileinnova=on.eu Colm is an IT industry veteran, with over 20 years design and development experience. His interest in Lean Thinking began when automa=ng Just-‐In-‐Time produc=on lines in the 1980s. Implemen=ng early agile soBware methods in 2001, Colm has extensive hands-‐on experiences across teams, organisa=ons and technologies. In varied roles of developer, architect and Director of R&D, he has seen Lean and Agile from a variety of perspec=ves. More recently Colm has partnered with LERO, the Irish soBware engineering research ins=tute, inves=ga=ng how agile and lean methods influence innova=on in soBware development. AgileInnova=on offers agile training advisory and coaching services. Pre and post adop=on assessments, coaching services to help teams get the most from agile, developing a agile business case, and targeted workshops on specific agile prac=ces. Customers include Intel, HMH, Aegon, Ericsson, Omnipay, SoBCo, Openet and Accenture.
• Project and OrganisaConal Assessments • Developing an Agile AdopCon Strategy • Ge[ng the best from Agile and Waterfall • Agile in Complex Contexts (firmware, B2B, batch, etc)