agile in real life
TRANSCRIPT
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Agile in Real Life
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AGENDA
• Fit Agile to what you do• Agile in a nutshell• Scrum vs Waterfall• Incremental vs Iterative Development• Adopting Scrum• Problems in real world
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FIT AGILE TO WHAT YOU DO
• What makes Agile work?• Greenfield Development• Customer/Product Owner always available• Executive Buy-in
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AGILE IN A NUTSHELL
• Agile is an approach• Scrum is an implementation• Agile ~ Scrum
“If you boil agile down to its minimum, you pretty much get scrum.”
-Alistair Cockburn
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SCRUM VS WATERFALL
• Waterfall is a defined process– The same inputs and processes
always yield the same outputs
• Scrum is an empirical process– Gather experience and adopt
accordingly
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INCREMENTAL DEVELOPMENT
• Product is delivered in small chunks
• Highest priority features first
• Features are complete at delivery
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INCREMENTAL DEVELOPMENT
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ITERATIVE DEVELOPMENT
• Skeleton product delivered first
• Successive releases refine the product
• Incorporates customer feedback throughout delivery
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ITERATIVE DEVELOPMENT
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ADAPTING SCRUM
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THE STRUGGLE BEGINS
• Absentee Product Owner • Meeting existing hard
deadlines • Drowning in technical debt
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WHAT IS A PRODUCT OWNER?
• Provides vision and boundaries
• Customer facing• Provides feedback to the team
(Agile must be iterative)
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PROBLEM: PRODUCT OWNER IS NOT AVAILABLE
• High ranking executive • Works remote• Refuses to participate
Symptoms:– Doesn't attend meetings– Only communicated by e-mails– Not engaged during demos
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SOLUTION: PROXY PRODUCT OWNER
• Works with product owner to choose the right person
• Establish boundaries
Advantages:– Shares the customer’s perspective– Builds product owner skills in others
Disadvantages:– Proxy may not have the role power– Can lead to “tunnel-vision” backlogs
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PROBLEM: PRODUCT OWNER FALLING BEHIND• Appears engaged• Attends meetings but
unprepared• Doesn’t respond in timely
manner
Symptoms:– Unable to answer questions from
the team– Backlog isn’t ready for planning
sessions– Stories are incomplete
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SIREN SOLUTION: MULTIPLE PRODUCT OWNERS
• No unified vision for the product
• No clear authority for the team
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SOLUTION: SHARE PRODUCT OWNER’S RESPONSIBILITIES
• Scrum master helps with backlog grooming• Developers with story writing• Testers help with defining the acceptance criteria
Advantages:– Spreads product knowledge across the team– Builds product owner skills in others– Product owner is no longer a single point of failure
Disadvantages:– Difficult to coordinate – Beware of product owner becoming just a reviewer – Will impact the workload of the team members
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PROBLEM: SCRUM MASTER IS PRODUCT OWNER
• One person tries to serve both scrum master and product owner roles
• May work, but success is rare
Symptoms:– Team doesn't get customer feedback– Appears to be doing low value work– Isn’t working towards a unified vision– Scrum process suffers
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SIREN SOLUTIONS
Solutions 1: Assign a product owner– If a product owner is available this
wouldn't have occurred
Solution 2: Redistribute Product owner’s work– Team still lacks long term vision for the
product– An unwanted product is delivered very
efficiently
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SOLUTION: COACH UP A NEW SCRUM MASTER
• Allows current scrum master to focus on product ownership
• Enables current scrum master to think long term
• Opportunity to grow a new scrum master within the team
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MEETING EXISTING HARD DEADLINES
“This agile thing is great…..but we really need to meet this
deadline”
“Agile does not work with deadlines”
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TRIPLE CONSTRAINTS
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MEETING A HARD DEADLINE
• Often more interested in deadlines than feature sets
• Launch planning tend to center around dates
• Dates create flexibility with features
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PUT STORIES TO FIT IN THE RELEASE
Important:• All stories need to be estimated• Know points completed per sprint (velocity)• Know sprints left in the release
• Points completed per sprint = 10• Sprints remaining in the release = 3• Remaining capacity = 30
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SLICING STORIES TO FIT THE RELEASE
• Add more high priority stories per release
• Better customer feedback• Optimizes the work of the team
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SLICING STORIES TO FIT THE RELEASE
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PLANNING MULTIPLE RELEASE
• Revisit future plans often• Be flexible with priorities• Keep in mind that plans become
more fragile when the time horizon increases
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ADJUSTING DATES TO FIT FEATURES
60 points of work20 points per sprint 3 sprints remaining
30 points of work15 points per sprint 2 sprints remaining
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WORKING WITHOUT DEADLINES
• Deadlines force prioritization• Delayed time to market• Lost feedback opportunities
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Q&A
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Thank you!