agile primer: a 360 degree look at what it is and how it is used€¦ · tuesday, february 10th,...
TRANSCRIPT
ASPE Web Seminar
Tuesday, February 10th, 2015
Agile Primer: A 360 Degree Look at What it is and How it is Used
Objectives
• Provide high-level knowledge and understanding of Agile principles and practices
• Common understanding of Agile terms
• Why Agile can provide long-term value for your customers
• How you can position yourself in the agile market
Agenda
• Why Agile
• Agile Process Overview (most of time will be spent here)
• Agile Communication
• Certifications
Defining Our Challenge
• Our development teams are building something that doesn’t exist.
• The customer is attempting to describe what they imagine this non-existent product should be.
• Our developers then try to imagine what the customer is describing and the build the product they believe they heard the the customer describe.
• And finally, the first opportunity anyone has to truly see if the product built is one that the customer needs and wants is after development is complete.
New Project Law: s + s + $ Does Not =
Schedule: Scope: Budget:
Your Project
‣ Project delivered within the timeframe originally identified
‣ No date slips
‣ Every milestone achieved
‣ Everything originally requested is delivered
‣ Everything delivered works perfectly as the customer requested, no bugs
‣ Did not spend a single cent more than originally estimated to spend
‣ Did not need any additional resources, hardware, etc. throughout entire project
on time all scope within budget
= /
+ + = /
happy customer
Why Agile?
Why Agile?
1.Manage rapidly
changing priorities
2.Increase
Productivity
3.Improve Quality
4.Accelerate time to
market
VersionOne/AgileAlliance Survey, August 2006
1
Requirements
Analysis
2
Architecture and
Design
3
Code
4
Test
5
Deploy
‣ Waterfall development sequences phases of the project in a
‘throw it over the wall’ approach.
This is typically where we find
whether or not we built a
product the customer needs
and wants.
Cost of change increases as project progresses
Understanding a “Waterfall” Approach
Pop Quiz: WF Requirements
• What percentage of overall project time is spent gathering, elaborating, and communicating product requirements?
• What percentage of requirements, as originally defined, change during the course of the project?
• What percentage of features, as ultimately delivered, are rarely or never used by the product’s end-users?
50%
35%
65%
Agenda
• Why Agile
• Agile Process Overview
• Agile Communication
• Barriers
• A philosophy about software development.
• A collection of processes and practices that uphold this philosophy.
• A grassroots movement to fundamentally change the approach to software development.
“Agility is more attitude than process, more environment than methodology.”
-Jim Highsmith, Agile Project Management
What is Agile?
The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
http://agilemanifesto.org/
That is, while there is value in the items on
the right, we value the items on the left more.
We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
The Agile Umbrella
• Lean Software Development
• Scrum
• Extreme Programming (XP)
• Kanban
• Others
Agile Practices / Concepts
• Product Owner / Scrum Master
• Daily Scrum aka Daily Stand Up
• Agile Planning / Estimating
• Sprint aka Iteration
• User Story
• Task Board
• Burn down / Velocity
• Retrospective
The Mechanics of Scrum
Product
Backlog
2-4 Weeks
Daily
Sprint
Backlog Product
Increment
Product Vision /
Roadmap
Product
Release
Retrospective
Process Overview
Agile Benefits
Agile Development Value Proposition
Agile Development Traditional Development
VISIBILITY ADAPTABILITY
BUSINESS VALUE RISK
Copyright 2004 - 2006 VersionOne, LLC
Forming the Agile Team The Customer Unit
• Customer
• Product Manager
• Marketing
• Executives
• Stakeholders
• More…
The Development Unit
• Developer
• Business Analyst
• QA
• Project Manager (Scrum Master)
• Creative
• Tech Writer
• More…
What How
Self-Directed/Self-Organized Teams
Team Best Practices
• Start as a team, finish as a team
• Where possible, come together physically
• Open and Honest Communication
• Inspect and Adapt
• Incremental improvement in product and process
• Focus on work not role
• Deal with issues facing output (people, tools, technology)
• Make decisions about output
• Ask for vision, goals and communication on goal status
Agile Planning
“When preparing for battle, I find
that plans are useless, but
planning is indispensable”
- Dwight D. Eisenhower
Agile Planning
Product Vision
Yearly by the product owner
Product Roadmap
Bi-yearly by the product owner
Release Planning
Quarterly by the product owner and team
Sprint Planning
Bi-weekly by the team
Daily Planning
Daily by the team and individuals
• Provide the Big Picture
• ‘Elevator Pitch’
• Design the Box
• Project Charter
• Success Criteria
• Keeps our priorities in alignment and our focus on the right path
Product / Project Vision
• Agile requirements are written from a customer’s perspective, in plain language to minimize the barrier to customer involvement.
• Understanding the why can be as important as the what.
• Information gems exist in knowing why our customers want what they ask for.
• These are User Stories
As an instructor,
I want to post my presentation
online
so that I do not need to send it.
As a patient,
I want to access test results
online,
so that I can get them at my
convenience without calling my
doctor.
Agile Requirements – Focus on the Customer
Estimating
• If we know that estimates drive expectations, what do we do with our estimates?
• This leads to “estimate bloat” in highly dependent, traditional project plans
Or we INFLATE them!
We pad our
ESTIMATES
Relative Estimating
• Not time based (days, hours, weeks...)
• Size
• Complexity
• Triangulate with other known factors
Story Points
• Unit-less measure of
• Size
• Complexity
• We know that 8 is four times the size of 2
• Based on Fibonacci’s sequence
8
2
Team Velocity • How much can the team FINISH in a
single sprint
• Factors effecting team velocity
• Number of resources
• Interruptions
• Multi-tasking
• Over time, team velocity is derived from actual data
• We must balance velocity with quality
Agile Principle: “Continuous attention to technical excellence and good design enhances agility.”
Release Planning
Sprint1 Story A - 3 pts
Story B - 2 pts
Story D - 5 pts
Sprint 2 Story C - 5 pts
Story E - 2 pts
Story F - 3 pts
Sprint 3 Story G - 8 pts
Story H - 3 pts
Release 1
Sprint Planning
• Drill down by priority
• Identify specific tasks
• Estimate each task - hours
• Repeat for all stories
• Team Commitment
Sprint Planning
Sprint 1 Story A - 3 pts
Story B - 2 pts
Story D - 5 pts
Sprint 2 Story C - 5 pts
Story E - 2 pts
Story F - 3 pts
Sprint 3 Story G - 8 pts
Story H - 3 pts
Release 1
Story A Task 1 - 1 hr
Task 2 - 8 hrs
Task 3 - 2 hrs
Story B Task 1 - 8 hrs
Task 2 - 4 hrs
Task 3 - 2 hrs
Task 4 - 4 hrs
Story D Task 1 - 1 hr
Task 2 - 16 hrs
Task 3 - 12 hrs
Task 4 - 4 hrs
Daily Scrum
• NOT a progress report
• Daily Planning
• What did I accomplish yesterday?
• What will I commit to today?
• What impediments exist?
Demo
• Showcase working software
• Welcome feedback
• Great forum for gathering new user stories (requirements)
• Not a presentation format
Retrospectives
• Most powerful tool available to an Agile team
• Must be a safe environment
• Inspect and adapt forum for the team
• What worked well?
• What did not work well?
• What will we improve?
Customer Team Development Team
TIM
E
Create Product Vision
Create Product Roadmap
Write User Stories
Size User Stories
Prioritize Product Backlog
Identify Baseline Velocity
Create Release Plan
Agile Overview – A Recap
Agenda
• Why Agile
• Agile Process Overview
• Agile Communication
• Barriers
Communication
• Transparency
• Electronic vs Low-tech
• Main path - Billboard Model
• Taskboards
Taskboards
• Great tool for co-located teams
• Improves visibility
• Reduces interruptions
• Simple, informative, easy to maintain
• Inspect and adapt regularly
• Reflect the personality of the team
Story Not Started In Process To Verify Done
Story A Task 6 Task 3 Task 4 Task 2 Task 1
Task 5
Story B Task 4 Task 3 Task 2 Task 1
Task 5
Story C Task 1 Task 2
Task 3
Next Sprint Deferred
Taskboards – Progress Should Be Visible
Taskboards – Thousands of Examples
Agile Certifications
• Certified Scrum Master (CSM) – Extremely popular, no-experience requirement
– Gain understanding of Agile/Scrum
• Scrum.org, Professional Scrum Master
• ICAgile Professional (ICP)
• ICP - Business Value Analysis (ICP-BVA)
• ICP - Agile Testing (ICP-TST)
• Agile Certified Practitioner (ACP)
• SAFe Agilist (SA) and (SP)
• CSPO, CSP, CSC, CSC, CST (Scrum alliance larger “family of certs”)
Collaborative Discussion
Thank you!!! I appreciate your time.
David Mantica
President, ASPE Training