Transcript 9/17/2013 PMI Rochester Becoming Agile Presentation

BECOMING AGILE
AN INTRODUCTION AND TIPS FOR GETTING STARTED
Bob Schommer, CSP, CSPO, PMP
Agile Coach
September 17, 2013
ABOUT SKYLINE TECHNOLOGIES
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Microsoft Gold Certified Partner supporting five practice areas including: Business
Intelligence, Custom Software Solutions, Enterprise Portals, Online Marketing and IT
Business Consulting.
Skyline’s IT Business Consulting group:
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Builds IT strategies that transform IT from a cost center into a strategic asset;
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Integrates IT into official business processes so companies can exploit technology to drive profitable
growth, control costs and improve customer service;
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Guides and mentors people in best of breed development methodologies, business analysis
techniques and quality assurance programs;
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Provides certified (PMI and Scrum) program and project managers, senior quality assurance
professionals and experienced business analysts.
Proud sponsors of PMI-NEW and the Northeast Wisconsin Agile Users Group
Credible People, Credible Solutions, Incredible Results!
• Agile Principles
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AGENDA
The Scrum Framework
Slicing the Cake
Visualizing Progress (or the lack thereof)
Becoming a ScrumMaster
Final Thoughts and Questions
WHAT DOES IT MEAN TO BE AGILE?
• Iterative and incremental development (IID)
– Working software in each iteration
• Evolutionary and adaptive
– Inspect and adapt
– Visibility
• Iterative and adaptive planning
– Risk driven
– Value driven
• Self managed and self organized teams
• Time boxed
HISTORY
• 1957: IID was used on NASA’s Project Mercury
• 1970’s: Successful use on numerous large, life-critical systems
(e.g. space, avionic, defense)
• 1992: Canadian ATC system
• 1994: DoD adopts new standard that prefers iterative and
evolutionary methods
• 1995: Jeff Sutherland and Ken Schwaber first formalized Scrum
• 2001: Agile Manifesto emerged during a weekend meeting of
seventeen “agilites” in Utah
AGILE MANIFESTO
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individuals and interactions over …
Working software over …
Customer collaboration over …
Responding to change over …
processes and tools.
comprehensive documentation.
contract negotiation.
following a plan.
That is, while there is value in the items on the right, we value the items on the left more.”
www.agilemanifesto.org
AGILE PRINCIPLES
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Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the
project.
Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.
AGILE PRINCIPLES
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
• Continuous attention to technical excellence and good design enhances
agility.
• Simplicity – the art of maximizing the amount of work not done – is
essential.
• The best architectures, requirements, and designs emerge from selforganizing teams.
• At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
TRIPLE CONSTRAINT DOES NOT GO AWAY
Traditional Methods
Agile Approach
Scope
Scope
Scope
drives
budget and
schedule
Cost
Prioritized by
business value
Budget and
schedule
drives scope
Time
Cost
Time
It is impossible to fully define requirements until the client actually begins to use the product.
• Agile Principles
AGENDA
• The Scrum Framework
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Slicing the Cake
Visualizing Progress (or the lack thereof)
Becoming a ScrumMaster
Final Thoughts and Questions
SCRUM TERMS
Scrum
Not an acronym. Sometimes used to refer to the daily
stand up meeting
Sprint
An iteration – typically 2-4 weeks in duration
Product Backlog A prioritized list of product features with estimated
effort
Sprint Backlog
Detailed list of tasks that the Scrum Team has
committed to deliver during a sprint
Scrum Board
Used by Scrum Teams to track sprint progress –
typically a white board with post-it notes
Burn Down
Publicly displayed chart showing work remaining –
either for the sprint or a release
SCRUM ROLES
Product Owner
Scrum Team
Scrum Master
Product vision
Self organizing
Works for the team
Prioritizes work to
maximize ROI
Cross functional skills
Coach, Leader, Facilitator,
Change Agent
Determines when to
deploy
Creates and enforces own
ground rules
Removes impediments
Keeps team “fed” with
high value work
Responsible for
commitments
Has no authority
THE SCRUM FRAMEWORK
Potential
Deployment
Scrum Planning
Product Backlog & Team Formation
Sprint
2-4 Weeks
Team
Retrospective
Sprint Planning
2 Parts: Selection and
Decomp
Sprint Review
Daily Scrum
THE SCRUM FRAMEWORK
Potential
Deployment
Scrum Planning
Product Backlog & Team Formation
Sprint
2-4 Weeks
Team
Retrospective
Sprint Planning
2 Parts: Selection and
Decomp
Sprint Review
Daily Scrum
THE SCRUM FRAMEWORK
Potential
Deployment
Scrum Planning
Product Backlog & Team Formation
Sprint
2-4 Weeks
Team
Retrospective
Sprint Planning
2 Parts: Selection and
Decomp
Sprint Review
Daily Scrum
BECOMING AGILE
SKELETON
• Fairly easy to implement
• Within weeks for many
• Customers begin seeing
improvement
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HEART
Can be more difficult
Can take months or years
Change in culture,
behavior and organization
Opportunities are
exciting!
AGENDA
• Agile Principles
• The Scrum Framework
• Slicing the Cake
• Visualizing Progress (or the lack thereof)
• Becoming a ScrumMaster
• Final Thoughts and Questions
SLICING THE CAKE
SOFTWARE LAYERS
API
Back Office System
Sprint 5
Business Service
Sprint 4
Sprint 3
Sprint 2
Sprint 1
Web Application
CONSIDERATIONS WHEN SLICING THE CAKE
• Focus on high value features first
• Code will be “touched” multiple times
– There will be re-work
• There will be changes
– Plan for refactoring
• Multiple test cycles should mean higher quality
• Expect customer excitement
• Stop at “good enough”
AGENDA
• Agile Principles
• The Scrum Framework
• Slicing the Cake
• Visualizing Progress (or the lack thereof)
• Becoming a ScrumMaster
• Final Thoughts and Questions
SPRINT BACKLOG – DAY ONE
Planned
Checked Out
DONE!
SPRINT BACKLOG – DAY FIVE
Planned
Checked Out
DONE!
SPRINT BACKLOG – DAY TEN
Planned
Checked Out
DONE!
BOTTOM’S UP
Planned
Checked Out
DONE!
UNPLANNED WORK IS KILLING US!
Planned
Checked Out
DONE!
EVERYONE’S BUSY BUT NOTHING IS GETTING DONE
Planned
Checked Out
DONE!
GETTING TO “DONE”
• Has “Done” been defined and is it understood?
– Checklist
– Demonstrable value
• Three questions work well for co-located, disciplined teams
– Focused on getting stories “done”
• Walk the board to keep focus on the story
– Holds team members accountable
– Impediments are obvious
– Team should lead the discussion
• Mix it up
TECHNIQUES
• Remember the team should be self managed
– Use the retrospective to problem solve
– Stress ownership
– Any team member can do any task
• Keep tasks small
– No more than 2 days to complete a task
• Remove impediments
• Ask questions
• Coach
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AGENDA
Agile Principles
The Scrum Framework
Slicing the Cake
Visualizing Progress (or the lack thereof)
• Becoming a ScrumMaster
• Final Thoughts and Questions
BEING A SCRUMMASTER REQUIRES …
• A servant leadership attitude
– “I work for the team.”
– Protector of team
• Maturity
– Comfortable with conflict
– Hold the team accountable
• Confidence
– Let the team manage themselves
– Work yourself out of a job
• Bravery
– Challenge the status quo
HIGH-PERFORMING DEVELOPMENT “ENGINE”
Product Backlog
Feature 1
Feature 2
Feature 3
Feature 4
Feature “n”
Raw Materials
High Performance
Development Engine
High Business Value
SCRUMMASTER’S ROLE
• Maintenance, repairs and clean up
• Optimizes and tunes the “engine”
• Ensures high quality “raw materials”
from the Product Owner
• Drives organizational change
• Facilitates
• Resolves impediments
SOME COMMON IMPEDIMENTS
• Interruptions
• Environments
– Physical
– Technical
• Organizational
– PMO
– QA
– Managers
• Product Owner
• Work space
• Other team members
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AGENDA
Agile Principles
The Scrum Framework
Slicing the Cake
Visualizing Progress (or the lack thereof)
Becoming a ScrumMaster
• Final Thoughts and Questions
AGILE’S POPULARITY IS A REACTION
BY TEAMS TO …
• Overbearing controls
• Paperwork
• Detailed estimates that
become reality
• Project “death marches”
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Unproductive meetings
Forced deadlines
Long hours
Time not spent
developing
Developers want to develop. Testers want to test.
CHALLENGE THE STATUS QUO
• Agile is consistent with continuous improvement
– Lean for software development
• Anything that impedes the team should be challenged
– Governance
– PMO
– Even regulatory (Do “just enough” to pass)
• Impetus for holistic organizational improvements
WHEN WAS THE LAST TIME YOU ADDED A
TOOL TO YOUR TOOLBOX?
• Your value to your organization increases when you can
solve more and bigger problems
– Not every problem is a nail so …
– Your solution should not always be a hammer
• Agile and traditional methods are both viable
approaches depending on …
– The project
– Your organization
– Your skills
RESOURCES
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Web Sites
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Books
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http://agile.vc.pmi.org
www.agilealliance.org
www.scrumalliance.org
www.mountaingoatsoftware.com
Agile and Iterative Development: A Manager’s Guide by Craig Larman
Agile Estimating and Planning by Mike Cohn
Agile Project Management with Scrum by Ken Schwaber
Kanban and Scrum: Making the most of both by Henrick Kniberg and Mattias Skarin
Succeeding with Agile by Mike Cohn
NEW Agile Users Group (www.newagile.org)
Bob Schommer
[email protected]
www.skylinetechnologies.com