Agile Development: How to Make It Flow
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1 Agile Development: How to Make It Flow By William Rowden with Michael Tardiff and Dave Wylie th Ave NE, Suite 200 Redmond, WA solutionsiq.com Copyright 2014 SolutionsIQ Inc. All rights reserved.
2 Agenda» Set Agile in a Lean context» Discuss Agile in a complex context» Map Agile principles to values» Present Scrum framework» Walk elements of Scrum framework» What is possible?» Close
3 About Me William Rowden, SolutionsIQ Consulting Engineering - Kent Beck, Extreme Programming Explained, 1 st Edition» Gray Hill Solutions - traffic.511.org and other ITS - Jim Benson, Personal Kanban» SolutionsIQ - Agile transformation and CSD - Chihuahua, Seattle, Xi an
4 What is Lean?» Central Idea» 2 Pillars» Lean Software Development Axioms» 5 Lean Principles» 14 Principles?
5 Central Idea» Watch the baton, not the runners. Bas Vodde, Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, 2008.
6 Two Pillars» Respect for people» Continuous improvement Bas Vodde, Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, 2008.
7 Lean Axioms» It is possible to divide the work into small value-adding increments that can be independently scheduled.» It is possible to develop any value-adding increment in a continuous flow from requirement to deployment. Corey Ladas, Scrumban, 2008.
8 Lean Principles 1. Identify customer value 2. Map the value stream 3. Create flow 4. Establish pull 5. Seek perfection Womack and Jones, Lean Thinking, 1996.
9 The Seven Wastes of Software Development 1. Partially Done Work 2. Extra Processes 3. Extra Features 4. Task Switching 5. Waiting 6. Motion 7. Defects Poppendieck and Poppendieck, Lean Software Development: An Agile Toolkit, 2003.
10 Lean-Agile Scrum XP (Extreme Programming) Kanban Crystal DSDM Atern (Dynamic Systems Development Method) FDD (Feature-Driven Development) Copyright 2013 SolutionsIQ. All rights reserved. 11
11 Close to Agreement Requirements Far from Agreement Projects & Complexity Categorization of agreement versus certainty Anarchy Complex Complicated Simple Complicated Modeled from Stacey, Ralph D. (1999). Strategic Management & Organizational Dynamics: The Challenge of Complexity. Third Edition. New York: Financial Times Prentice Hall. Close to Certainty Technology Far from Certainty Copyright 2013 SolutionsIQ. All rights reserved. 12
12 VALUES Focus on the foundations Effective transformation requires a focus on all three 13
13 The 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 processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. * 14
14 Principles behind the Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 15
15 Principles behind the Agile Manifesto (continued) 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from selforganizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 16
16 Map Agile Principles to Values Duration 30 minutes Group Size 1 Table (7-8 people) Acceptance Criteria 1. Map each principle to the corresponding Agile values. 2. Each table delivers the two most useful and two most challenging principles to the front of the room.
17 Deliver Working Software Frequently OBJECTIVE: Deliver a Product Increment in a fixed time period (called a Sprint) Sprint Length Forecast & Deliver Potentially Shippable Product Increment Product Backlog Items Copyright 2013 SolutionsIQ. All rights reserved. 18
18 The Scrum Framework Copyright 2013 SolutionsIQ. All rights reserved. 19
19 Delivery Team ScrumMaster Product Owner Three roles in Scrum Scrum is a team process 20
20 Sprint Planning Daily Scrum (or Standup) Sprint Review Sprint Retrospective Four ceremonies (or meetings) in Scrum These are repeated each iteration 21
21 Product Backlog Sprint Backlog Product Increment Three artifacts in Scrum These are the essentials 22
22 Elements of Scrum Duration 9 minutes per element Group Size 1 Table (7-8 people) Acceptance Criteria 1. The relevant principles behind the Agile Manifesto are identified for each Scrum element. 2. Potential impediments to adoption of Scrum are identified for each element. 3. The back of each Scrum framework page contains a statement about the benefits or challenges that the group identified for each element. (Everyone has 13 statements on the back of their page.)
23 What Is Possible? Duration 30 minutes Group Size Individual Acceptance Criteria 1. Participants will leave with at least action they have identified is in their sphere of influence or perhaps under their control that they can do.
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