Proyectalis - Agile Course V 14.0

More at http://Slideshare.net/proyectalis

Sant Cugat, September 2014


DISCLAIMER: VANITY SLIDES


Angel Medinilla

[email protected]/en/AngelMedinilla

(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)

Twitter: @angel_m (would love some instant feedback!)









My Pleasure!

© 2014 Proyectalis Gestión de Proyectos S.L. More at http://Slideshare.net/proyectalis

Free Shoulder Pain Test!


Let’s see who we have here...


Couple of rules...


Course Structure: Evolutive (It. & Inc.)


Go!


First Exercise: What would you like to learn?


Break...


Let’s start with the beginnings...


Let’s start with the beginnings...


A Giant Leap for Mankind!


A Giant Leap for Mankind!


Knowledge Workers


Knowledge Workers


Knowledge Workers


Mass Production vs.

Design & Development


Waterfall Development


The Waterfall Paper (Royce)


Waterfall = No Changes!


Well...Almost...


The Myth


“Software Engineering”


“Methodologies”...










Welcome to this century!

Technolog

yCompetito

rsDiversific

ation

Globalization

Democratiza

tion


Nonaka & Takeuchi


Nonaka & Takeuchi


Nonaka & Takeuchi


Nonaka & Takeuchi


Break...


Agile!


h"p://www.versionone.com/pdf/7th5Annual5State5of5Agile5Development5Survey.pdf>



Agile!

Individuals and InteractionsWorking Software

Customer CollaborationResponding to Change


Agile!

Individuals and InteractionsWorking Software

Customer CollaborationResponding to Change

(+12 principles)


???


Traditional Way“Not done ‘till it’s done”


“Death March Projects”



Project Complexity (“we didn’t know!”)




Changes kept coming

“Unplanned”

Not good at seeing the future




Changes kept coming

“Unplanned”


Hofstader’s Law

Parkinson’s Principle

Murphy’s Law




Changes kept coming

“Unplanned”


Hofstader’s Law

Parkinson’s Principle

Murphy’s Law

Common Human Stupidity

Medinilla’s Principle on Project Unfairness

Poor Management


Agile Product Development






Agile Principles

Measure progress by deliveryWelcomes change

Self-organizing Motivated Team Sustainable pace

Collaborates daily with business people Frequent face to face communication

Technical Excelence Constant reflection and continuous

improvement – remove waste!


Agility: Alistair Cockburn (90’s)

1) Four people on a room2) Whith Whiteboards and computers

3) Access to the user4) Deliver working software every month or two


Agility: Xp, 1997

1) Collocated Team2) Pair Programming

3) Massive unit test and refactor4) On site customer


Agility: DSDM (90’s-2000’s)

1) Active user involvement – Imperative.2) Teams must be empowered to make decisions.

3) Focus on frequent delivery.4) Criterion for accepted deliverable (Fitness for Business).

5) Iterative and incremental development – Mandatory.6) All changes during development must be reversible.

7) Requirements are base lined at high level.8) Testing is integrated throughout the life cycle.

9) Collaborative and co-operative approach.


Agility: Scrum (~1995)

1) Cross-Functional, self-organized team2) Synchronize daily

3) Deliver potentially shippable working software at the end of every iteration

4) Product Owner provides vision, priorities, customer feedback5) ScrumMaster helps team remove impediments and improve

6) Team retrospects every iteration, designs and conducts improvement plan








Customer Involvement


Evolutive (Iterative and Incremental)


Agile Engineering: Automation


Agile Engineering: Pairing


Agile Engineering: Test First & Refactor


Exercise: What are you missing?

???


Break...


Backlog Items


Vertical Slicing


Slicing


Exercise: Elephant Carpaccio


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


EARLY Delivery


User Stories


“Done, done”


Technical Stories

J-43745

Est: 20 25

Bck: 3/2/11

Sel: 9/2/11

An: 12/2/11

Dsg: 17/2/11

Tst: 19/2/11

Don: 19/2/11

BufCount: I I I I I I

Left: 18 16 14 19 16 14 9 6 2 0

Upgrade Flux Capacitor to handle 1.21 Gigawatts


Product Management


Funnel & Metrics


MVP / MMFS / Potentially Shippable


Experiments & Pivot








Problem Space / Solution Space


Problem Space / Solution Space


User Journeys


Story Maps


Story Maps


Story Maps


Exercise: ‘How I got Here’ Story Map


Prioritizing


Backlog Funnel


Orcs at The Gates


Orcs at The Gates


Prioritizing

Kano Model

Cost of Delay

R.O.I.

Risk vs. Benefit

Importance vs. Satisfaction

Cost vs. Opportunity

Goal Scoring

Theme Screening

Triage

Dot Voting

Buy a Feature


Regular Backlog Grooming & Trimming


Break...


Agile Project Management


Backlog


Velocity


Velocity


Velocity


Steering Agile Projects






Change!


Uncertainty


Iron Triangle


Traditional Approach






Uncertainty Buffers


Uncertainty Buffers


Uncertainty Buffers


“Joe’s Bucket”


“The Muffins’ Oven”






Exercise: “Burning Man Project”


?= 12.000 Scrum$ / sprint ~20 work units / sprint

…..

120 work units (~72.000s$)



…..

120 work units (~72.000s$) Buffer size: 12 units(~7.200S$)


Estimated Real Left Should be Deviation

20 18 102 100 -2


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

Delay: 0 days V=24 S$=0

V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$



V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$

V=18 Delay=-18 (1 sp.)

S$=12.000S$



V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$

V=18 Delay=-18 (1 sp.)

S$=12.000S$

We can: - Drop scope (~18pt.) - Give more time (~1sp.) - Add more resources (Brooks law!!)



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..




20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..


????



200 18 102 100 -2

2,2 15 (-5) 92 80 -12

2500 20 72 60 -12

22M. 25 47 40 -7

0,25 28 19 20 +1

2¶/3 19 0 0 0


…..


????


Estimation is WASTE


“Guesstimates”


Estimations


Estimations


Estimations


Uncertainty


Estimation Effort


Planning Poker


Point Based Estimates


Exercise: House Keeping Dish washing Dog walking Lawn mowning Plants watering Beds changing Laundry Ironing Oven cleaning Monthly shopping Groceries shopping Floor cleaning Windows cleaning Paint bedroom


Good Slicing


Histograms


Break...


Iterations - concurrent development


Iteration - concurrent development


Iteration processes: Planning


Team Synchronization


Team Agreements


Customer validation


Kaizen


“J” Curve


J-Curve


Sprint Retrospective


Sprint Retrospective


Exercise: Retrospective


Break...


Artifacts - Burn Down Chart


Burn-UP


Smells













Basic Team Board

Selected. Dev. Valid. Pending Integration Done!

Burn-down::

Release Plan:

Project: Team:

Team Agreements:

Improvement Plan:


Pendiente Desarrollo Test Terminado Historia Proyecto:

Equipo: Scrum, Demo:

Burn-down::

Release Plan:

Impedimentos:


Pendiente Desarrollo Test Terminado Historia Proyecto:

Equipo: Scrum, Demo:

Burn-down::

Release Plan:

Impedimentos:


Unplanned Items - ScrumBan


Unplanned Items - ScrumBan


ScrumBan

Selected Backlog Code Test

Done! Design

Rdy Rdy Rdy On On On

SP

RIN

T

FIRE!

PRIO

ASAP

V Scrum

V Buffer

Sprint Burn-down:

Buffer burn-up:


ScrumBanV Scrum V Buffer

80 20

85 20

75 30

70 35

75 25

80 25

? ?



80 20

85 20

75 30

70 35

75 25

80 25

60 50

!



80 7500

85 7000

75 8000

70 8500

75 7500

80 7000

? ?


ScrumBan

!

V Scrum V Kanban

80 7500

85 7000

75 8000

70 8500

75 7500

80 7000

60 11.200


Smells



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design


SP

RIN

T

FIRE!

PRIO

ASAP



Done! Design

Rdy Rdy Rdy On On On S

PR

INT

FIRE!

PRIO

ASAP

Client Approval


Break...


Collaboration: Teams!


Collaboration: Teams!


“Productivity”, “Efficiency”


“Productivity”, “Efficiency”


“T-Shaped” Professionals


Hyperspecialists


Bus Factor


Skills Matrix


Skills Matrix


Multitasking


Flow


Flow


Flow


Video: Spotify


Scaling Agile


Scaling Agile


Scaling Agile


Scaling Agile


Scaling Agile


Scaling Agile


Scaling Agile


Scaling Agile


Coach / Facilitator


Coach / Facilitator- Responsible for Continuous Improvement (process, product and team)- Enforce Framework- Introduce technical practices and tools- Moderate & Facilitate Meetings- Grow the team, progressively delegates- Help them find causes and develop strategies- Make them responsible & accountable- Teach them to interact with themselves (collaboration) and with the company- Encourage them to be proactive- Points out stuff we need to talk about- Positive / constructive conflict- “TEAM GARDENER”, trainer, mentor, coach...- Cares about motivation (both team level and individual level)- Focus on long term learning and growing, innovation, research, improvement...- Agile evangelist, Change Agent


- Schedule Meetings- Team Secretary / Scribe- Daily Three Questions- List Impediments

The Dude



- Moderate Meetings- Protect the team- Diagnose & Decide- Directly remove impediments- Team Interface- Assign tasks- Decide on framework issues- Artificial Harmony / evade conflict- Bossy- Still cares about velocity, delivery dates...

The Dude The Mom


The Dude The Mom



- Facilitate Meetings- Grow the team, progressively delegates- Help them find causes and develop strategies- Make them responsible & accountable- Teach them to interact with themselves (collaboration) and with the company- Encourage them to be proactive- Points out stuff we need to talk about- Positive / constructive conflict- “TEAM GARDENER”, trainer, mentor, coach...- Cares about motivation (both team level and individual level)- Focus on long term learning and growing, innovation, research, improvement...- Agile evangelist, Change Agent

True Coach


Agile Nirvana



Just Listen and reflect...

- Facilitate Meetings- Grow the team, progressively delegates- Help them find causes and develop strategies- Make them responsible & accountable- Teach them to interact with themselves (collaboration) and with the company- Encourage them to be proactive- Points out stuff we need to talk about- Positive / constructive conflict- “TEAM GARDENER”, trainer, mentor, coach...- Cares about motivation (both team level and individual level)- Focus on long term learning and growing, innovation, research, improvement...- Agile evangelist, Change Agent

The Dude The Mom True Coach




- Learn Code Basics- TDD / BDD / *DD, CI- Tools & Frameworks- Understand Business- Enroll Tech Experts in your quest- “Guilds”- Coding Dojos & other community events

- Congress / Events- Training / Certification- Community- Online resources / “Gurus”- Books- Pairing- “Lean” Literature, Lean Startup / CustDev...

- Psicology / Neuroscience- Listening, coactive Coaching- Public Speaking, Storytelling- Mindfullness Meditation- Collaboration, Facilitation- Mentoring- Change / Culture Management- Motivational Science


The End!


Read This Books!


Read This Books!


Thank you and... BLOG IT!!

(Oh, yes, and buy the books!)http://www.proyectalis.com/en/AngelMedinilla


http://creativecommons.org/licenses/by-nc-nd/3.0/

This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at [email protected]


























Jeff Sutherland, “Scrum: The Future of

Work”- July 2012, 20K Scrum Jobs in US; May 2013, 670K Scrum Jobs open in US- Gartner recommends Product Perspective, goodbye to Waterfall, improve cross-functional collaboration- 2010, DoD requires new IT projects are designed to include early and continuous involvement of the user, multiple and rapid incremental releases, early prototyping, modular open-systems approach - Microsoft redesigns whole campus to support collaboration; as of 2011, all projects moved to Scrum- SAP has 1.000 Scrum Teams as o Nov. 2012; line manager’s role transitioned to support Agile teams

http://scrumlab.scruminc.com/gallery/slideshow/album-104









Proyectalis - Agile Course V 14.0

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