Project Management And Being Agile

• 1. WeBeAgile.com

2. 2 3. Agile/Lean Development Delivering early and often, giving ourselves the best opportunity to beat the competition to market, realize revenueand discover insights that we can use to helpus improve5 4. The actualization and effectively dealing with -More Success + Greater Speed + Fewer Resources + Constant Uncertainty + Increased Competition +Quicker Time to Market 1. Agile puts the Product Owner (aka the business or customer representative) in the drivers seat In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the development process.2. Agile allows the business to quickly react to changing market conditions and needs The only thing constant in todays economy is change. Businesses need to be able to make quick course corrections in order to survive.3. Agile provides visibility into the development process For many customers software development is a dark art. They dont have the background in order to understand the technical details and in most cases the development team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development lifecycle, providing enhanced visibility.4. Agile also puts the Development Team in the drivers seat - While the Product Owner is responsible for what is to be developed the Development Team is self-directing and self-organizing as to how to develop the system-software product 5. Copyright 2008 Russell Pannone. All rights reserved.7 6. 1950sToday Copyright 2008 Russell Pannone. All rights reserved. 8 7. ConceptualizeRealize Operationalize Select the Plan Deployment Customer Test Servicing Understand the Develop Customer Deliver Express Feature Inspect Set Adapt Copyright 2009 Russell Pannone. All rights reserved.9 8. By delivering early and often we give ourselves the best opportunity to beat the competition to market, realize revenueand discover insights that we can use to help us improve 9. 1. Selecting Stories from the Product Backlog based on the teams velocity2. Identifying the tasks to realize a selected Story3. Estimating the hours required to complete the task4. ScrumMaster validates total estimated work against total team capacity during a Sprint (# of people * productive hours/day * # of days for the Sprint) Copyright 2008 Russell Pannone. All rights reserved.11 10. 1. Selecting identified tasks to complete2. Completing them per the team's definition of done3. This cycle repeats until all Story points for the Sprint are earned and/or Sprint is complete Copyright 2008 Russell Pannone. All rights reserved.12 11. Copyright 2008 Russell Pannone. All rights reserved. 13 12. SS Agile SS Agile 14 13. Copyright 2008 Russell Pannone. All rights reserved. 15 14. Our highest priority is to satisfy the customer through early and The most efficient and effective method of conveying information to and continuous delivery of valuable software. within a development team is face-to-face conversation.Welcome changing requirements, even late in development.Agile processes promote sustainable development. The sponsors, Agile processes harness change for the customer's competitive developers, and users should be able to maintain a constant pace advantage.indefinitely.Deliver working software frequently, from a couple of weeks to a Continuous attention to technical excellence and good design enhances couple of months, with a preference to the shorter timescale. agility.Business people and developers must work together daily Simplicity--the art of maximizing the amount of work not done--is throughout the project. essential.Build projects around motivated individuals. Give them theThe best architectures, requirements, and designs emerge from self- environment and support they need, and trust them to get the job organizing teams. done.At regular intervals, the team reflects on how to become more effective,Working software is the primary measure of progress. then tunes and adjusts its behavior accordingly. 16 15. Delivering early and often, giving ourselves the bestopportunity to beat thecompetition to market,realize revenue and discover insights that wecan use to help us improve Copyright 2009 Russell Pannone. All rights reserved. 17 16. Scrum Explained The relay race approach to product developmentmay conflict with the goals of maximum speed and flexibility. Instead a holistic or rugby approachwhere a team tries to go the distance as a unit, passing the ball back and forth may better serve todays competitive requirements.- Hirotaka Takeuchi and Ikujiro Nonaka, The New New Product Development Game, Harvard Business Review, January 1986 In Scrum you work in iterations delivering value-adding results incrementally18 Copyright 2008 Russell Pannone. All rights reserved. 17. By delivering early and often we give ourselves the best opportunity to beat the competition to market, realize revenueand discover insights that we can use to help us improve 18. Problem /Feedback Opportunity Traditional DevelopmentAll implied sequential waterfall time delay in obtaining feedback PlanningAll Requirements AllDesignAllDevelopmentAllValidation All ImplementationIterative & Incremental Development and Delivery 19. Copyright 2008 Russell Pannone. All rights reserved. 21 20. Kanban BoardPendingWIP DoneStory Story Story Story StoryStory Define Story Story Story StoryStory StoryStory Story Story Story StoryStory StoryStory StoryBuild & StoryTestDesignImplement Story StoryStory Story Story StoryStory Story StoryStory Story Story CodeStory Story Copyright 2008 Russell Pannone. All rights reserved. 21. Candidate Practices 23 22. Usage scenario When a project team wants to be agile they self-organize & self-direct around the 9 practices The team then selects 1 or more practice to apply to their work at hand Benefits Iterative & Incremental adoption of being agile Gives team a context and narrow focus to rally around Provides a non-threatening easy way for team to learn together, be agile, apply an iterative and incremental approach, and get better at what we do24 23. Copyright 2008 Russell Pannone. All rights reserved. 25 24. A Paradigm Shift How is Agile Planning Different from Traditional Approaches?Source: www.dsdm.org 26 25. Copyright 2008 Russell Pannone. All rights reserved. 27 26. Project Execution Project Inception(Sprints) ProductVision Sprint PlanStories andBacklog Review and Adapt Develop Release PlanFrom Agile Project Management Jim Highsmith Copyright 2004 Copyright 2008 Russell Pannone. All rights reserved.28 27. 1. Selecting Stories from the Product Backlog based on the teams velocity2. Identifying the tasks to realize a selected Story3. Estimating the hours required to complete the task4. ScrumMaster validates total estimated work against total team capacity during a Sprint (# of people * productive hours/day * # of days for the Sprint) Copyright 2008 Russell Pannone. All rights reserved.31 28. 1. Selecting identified tasks to complete2. Completing them per the team's definition of done3. This cycle repeats until all Story points for the Sprint are earned and/or Sprint is complete Copyright 2008 Russell Pannone. All rights reserved.32 29. Five factors to consider when prioritizing1.The commercial or operational value of having the story2.Degree of uncertainty - the amount and significance of learning and newknowledge gained by developing the story; focused on requirementsand technology3.The amount of risk removed by developing and delivering the story focused on schedule, budget, scope, operation, technology4.Dependencies stories that must be developed together and aredelivered together to provide value to the customer5.The cost of developing and delivering the story Copyright 2008 Russell Pannone. All rights reserved. 33 30. User Stories BusinessStory PointsPriorityStory A 1 5Story B 2 8Story C 3 1Story D 4 8Story E 5 2Story F 6 2Story G 7 2Story H 8 8Story I 9 5Story J 101 Copyright@ 2008 Russell Pannone. All rights reserved.34 31. Story Points: Relative Measure of the Size of a Story35 32. Copyright 2008 Russell Pannone. All rights reserved. 33. Copyright@ 2008 Russell Pannone. All rights reserved. 37 34. Velocity Chart Example4540353025 Velocity201510 5 0 1 234 56 7 8 910Sprint 38 Copyright@ 2008 Russell Pannone. All rights reserved. 35. Burndown Chart consists of Story Points | ||||||||| |S1S2 S3 S4 S5 S6 S7 S8 S9 S10 S11On a Scrum project, the team tracks its progress against a release plan by updating a release burndown chart at the end of each Sprint.The horizontal axis of the release burndown chart shows the Sprints; the vertical axis shows the amount of work remaining at the start of each Sprint in Story points. Copyright@ 2008 Russell Pannone. All rights reserved.39 36. Burnup Chart Example 40 Copyright@ 2008 Russell Pannone. All rights reserved. 37. Copyright 2008 Russell Pannone. All rights reserved. 41 38. Roadmap to being agile Collaboratively and adaptively develop value- adding product increments in a continuous flow from requirements to deployment Be objective and see things as a whole Agile Be value-driven not plan/task-drivenCoaching &Training Identify and continually discuss individual, team and enterprise strengths, weaknesses, opportunities and challenges Put together a coalition to lead by example andAgileScrum teach Cultural Transition Coaching & Create a vision to help direct change Renewal ProgramTraining Use every vehicle possible to constantly communicate the vision and strategies Get rid of barriers to being agile Generate short-term wins Organizational Change Develop people who can implement the change Management Anchor being agile in the culture43 39. Scrum Roles & Definitions (continued on next slide)Copyright 2005 Mountain Goat Software. Copyright 2008 Russell Pannone. All rights reserved.45 40. Scrum Roles & Definitions (continued on next slide)Copyright 2005 Mountain Goat Software. Copyright 2008 Russell Pannone. All rights reserved.46 41. Scrum Roles & Definitions (continued from previous slide)Copyright 2005 Mountain Goat Software. Copyright 2008 Russell Pannone. All rights reserved.47 42. Copyright@ 2008 Russell Pannone. All rights reserved. 48 43. The Product Owner/Customer tells us they want an implement for writing, drawing, or marking that is easy to keep sharp, is comfortable to hold, and when they want to they can easily make a correction.We collaborate more with the Product Owner/Customer on their needs or requirements and define the implements features and corresponding benefit/value, as depicted in the table below. Take notice that we have benefits that influence the implements functionality and constrain its design and final form.Features Benefits/Value Is made of woodEasy to sharpen and smells good Has a specific diameterComfortable Surface to be coated Wont get splinters Contains a lead composite filler Creates an impressive line Has an eraser at the end Makes correcting easy Copyright 2008 Russell Pannone. All rights reserved. 49 44. As an implement user I want an implement that is made of wood so it is easy to sharpen and smells good when sharpening As an implement user I want an implement that has a specific diameter so it is comfortable to hold As an implement user I want the surface of the implement to be coated so I wont get splinters when I use it As an implement user I want the implement to contain a lead composite filler so I can create an impressive line As an implement user I want to have at the end of the implement an eraser so I can easily make a correction Copyright 2008 Russell Pannone. All rights reserved. 50 45. A story is a placeholderfor a requirement formulated as a brief description written in the everyday language of the customeror user describing desiredfunctionality; containing just enough information so that the product team can produce a reasonable estimate of the effort to implement it Copyright@ 2008 Russell Pannone. All rights reserved.51 46. Samples StoriesAs a vacation planner, I want to see photos of the hotels to help me determine if it meets my needsAs a user, I want to cancelAs a frequent flier, I want a reservationto rebook a past trip, sothat I save time bookingtrips I take often52 47. Where Are the Details? As a user, I can cancel a reservation Does the user get a full or partial refund? Is the refund to her credit card or is it sitecredit? How far ahead must the reservation be cancelled? Is that the same for all hotels? For all site visitors? Can frequent travelerscancel later? Is a confirmation provided to the user? How?53 48. Copyright@ 2008 Russell Pannone. All rights reserved. 54 49. Details as Conditions-of-Satisfaction The product owners conditions of satisfactioncan be added to a story These are essentially acceptance testsAs a user, I can cancel a Verify that a premium member reservation can cancel the same day without a fee. Verify that a non-premium member is charged 10% for a same- day cancellation. Continued next page Verify that an email confirmation is sent. Verify that the hotel is notified of any cancellation.55 50. Another Example of Details as Conditions-of-Satisfaction Story - As an eligible user, I can pay the one-time registration fee of $10, so that I can access my drivers record in the future Conditions-of Satisfaction: verify that a payment can be made verify that once a payment is made, the user can view their record (with any subsequent fees) verify that payment option is not available if registration has already been paidStory - As an eligible user, I can create a unique user name and password so that my access is limited to my record and to track activity and payment Conditions-of Satisfaction: verify that a user account can be created verify that a user name that is already in use (assigned) is not accepted and the user notified thenprompted for a different user name verify that the user name conforms to naming convention (length, caps, etc.) verify that the password conforms to naming convention (length, caps, symbols, etc.) verify that the legal compliance conditions and consequences of use are displayed and accepted verify that if the user does not accept the legal compliance conditions and consequences than nouser name is createdStory - As an eligible user, I can access my record, so that I can verify that it is correctConditions-of Satisfaction: verify that the users record is displayed verify that the user cannot access records other than his/her own (or dependents) verify that user is charged $10 for the first access and $5 for subsequent accesses. verify that the user is limited to three record access each year. verify that the system displays user profile information including: names, addresses, emailaddresses, credit cards, and PayPal. verify that records for any nonresident individual with a driving record in the state can be accessed(by March 1) 56 51. INVESTing in Good Stories Independent- Dependencies lead to problems estimating and prioritizing- Can ideally select a story to work on without pulling in 18 other storiesNegotiable- Stories are not contracts- Leave or imply some flexibilityValuable- To users or customers, not developers- Rewrite developer stories to reflect value to users or customersEstimatable- Because plans are based on user stories, we need to be able to estimate themSized appropriately- Complex stories are intrinsically large- Compound stories are multiple stories in oneTestable- Stories need to be testableBill Wake, xp123.com 57 52. Sometimes You Have to See theBig Picture Optional to Know How theOptionalPieces Fit Best Together Optional OptionalBusStrategyUse CasesBusiness Model System Requirements Functional & Non-Functional Solution/IT-ServicesCopyright 2008 Russell Pannone. All rights reserved. 58 53. Copyright 2008 Ivar Jacobson Consulting.Copyright 2008 Ivar Jacobson Consulting.Copyright 2008 Ivar Jacobson Consulting.Copyright 2008 Russell Pannone. All rights reserved.59 54. Working software & demoUnit testCode reviewInstaller TestsFunctionalPerformanceRegression DocumentationUser docs/Online helpInternal design docsRelease notesAPI documents Copyright@2009 SolutionsIQ All rights Reserved Copyright@ 2008 Russell Pannone. All rights reserved.60 55. Agile Leading ChangeValues & PrinciplesIterative andIncremental ScrumSystem/SoftwareProduct Development& Delivery Copyright 2008 Russell Pannone. All rights reserved. People66 56. Copyright 2009 Russell Pannone. All rights reserved. 67