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Agile Methods - 2 day workshop

This document provides an overview of agile project iterations in 3 parts. It discusses iteration planning, including prioritizing the backlog, estimating tasks, and creating an iteration backlog. It describes daily activities like scrums, testing, and continuous integration during the build phase. Metrics like burnup/down charts and cycle time are covered for monitoring progress. Retrospectives and continuous improvement are emphasized for inspecting and adapting between iterations.

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EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 1: HISTORY & CORE CONCEPTS
Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com
SHU-HA-RI THE STAGES OF LEARNING
守: SHU(BEGINNER) FOLLOW PRECISELYWITHOUTMODIFICATION
破:HA (PROFICIENT) SHIFTING BETWEEN TECHNIQUES
離: RI (MASTERY) UNCONSCIOUS CREATION OF NEW TECHNIQUES
WHAT DOES BEING “AGILE” ACTUALLY MEAN? THEAGILE MANIFESTO
Waterfall Agile
Waterfall (Incrementing) Agile (Iterating) Images with thanks from Jeff Patton: http://www.agileproductdesign.com/
INDIVIDUALS AND INTERACTIONS OVER PROCESSESAND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWINGAPLAN
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.
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 self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
Business change via sustained effort across the organisation Change Change Change Images shamelessly stolen from Ahmed Sidky (ICAgile)
INSPECT ADAPT INSPECT HOW DOES “AGILE” WORK
WORKFLOWAND PROJECT MANAGEMENT AUP, CRYSTAL CLEAR, DSDM, KANBAN, RUP, SCRUM
KANBAN 1. Visualise (Card Wall) 2. Limit WIP 3. Manage Flow 4. Make Policies Explicit 5. Feedback Loops 6. Improve Collaboratively
LIMIT WIP REDUCE LEAD TIME, IDENTIFY BLOCKS & CLEAR BOTTLENECKS
SCRUM * Iterative Product Development * 1-4 week Sprints * Formal Roles (Product Owner & Scrum Master) * Timeboxed Meetings
DEVELOPMENT METHODS BDD, FDD, RAD, LEAN SOFTWARE, XP
ExtremeProgramming Activities Writing the Software Testing the Software Listening to the Customer Designing & Refactoring Development Pair Programming Common Code Standards Clear System Metaphor
QUALITY METHODS TEST DRIVEN DEVELOPMENT
Test-DrivenDevelopment 1. Create a test 2. Add the test to the test catalogue 3. Write the code 4. Run the tests (all of them) 5. Clean up the code as required. (Refactor)
MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
TRANSPORTATION THE 7 WASTES
INVENTORY THE 7 WASTES
MOTION THE 7 WASTES
WAITING THE 7 WASTES
OVER PRODUCTION THE 7 WASTES
OVER PROCESSING THE 7 WASTES
DEFECTS THE 7 WASTES
1. AGILE MEANS NO DOCUMENTATION COMMONAGILE MISTAKES
2. NOT MEASURING, MONITORING OR CORRECTING COMMONAGILE MISTAKES
COMMONAGILE MISTAKES 3. ASSUMING YOU CAN DO MORE WITH LESS
COMMONAGILE MISTAKES 4. SKIMPING ON TRAINING AND EDUCATION
COMMONAGILE MISTAKES 5. LACKING AN EXECUTIVE SPONSOR
COMMONAGILE MISTAKES 6. THINKING AGILE IS FASTER OR EASY
7. START WITH A TOOL COMMONAGILE MISTAKES
8. FAILING TO SCALE COMMONAGILE MISTAKES
9. ASSUMING AGILE = SCRUM COMMONAGILE MISTAKES
TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE
EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 2: ROLES & RESPONSIBILITIES
Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
USERS WILL USE THE SOFTWARE, IDENTIFY ISSUES & PROVIDE FEEDBACK
USERS CAN BE THERE ARE NO TYPICAL USERS
USERS DO NOT SET SCOPE OR TEST WORK
CUSTOMERSWILL DEFINE, START& END THE PROJECT
CUSTOMERSCAN BE INTERNAL MANAGERS OR EXTERNAL CLIENTS
CUSTOMERS DO NOT DIRECT WORK
THE PRODUCT OWNER WILL MANAGE THE PRODUCT BACKLOG, SET THE SCOPE & APPROVE RELEASES
THE PRODUCT OWNER CAN BE PROJECT MANAGER, PRODUCT MANAGER OR CUSTOMER
THE PRODUCTOWNER DOES NOT MANAGE THE TEAM
THE SCRUM MASTER WILL MANAGE THE AGILE PROCESS & REPORT ON PROGRESS
THE SCRUM MASTER CAN BE PROJECT MANAGER, TEAM LEADER OR TEAM MEMBER
THE SCRUM MASTER DOES NOT PRIORITISE FEATURES
DEVELOPERS WILL DEVELOP FEATURES, AND RESOLVE ISSUES
DEVELOPERS CAN BE DEVELOPERS, DESIGNERS, WRITERS, OR ADMINISTRATORS CROSS FUNCTIONAL
DEVELOPERS DO NOT PRIORITISE FEATURES
TESTERS WILL TEST, APPROVE OR REJECT FEATURES FOR RELEASE
TESTERS CAN BE EXISTING DEVELOPERS OR DEDICATED TESTERS
TESTERS DO NOT TEST THEIR OWN CODE
7 +/- 2 TYPICALTEAM SIZE
HAS AN INTEREST IN THE WORK & IS KEPT UP TO DATE INVOLVED PARTIES (CHICKENS)
COMMITTED PARTIES (PIGS) "DO" THE WORK & ARE RESPONSIBLE FOR THE RELEASE
VALUE STREAM MAPPING DEFINES THE „AS-IS‟ STEPS & ROLES FOR EACH TASK
TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE
EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 3: PROJECT INITIATION
Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
ALSO KNOWNAS FEASIBILITY, SPRINT 0 (SCRUM) OR ITERATION 0 (XP)
REDUCE RISK & UNCERTAINTY BY DEFININGTHE HIGH LEVELSCOPE
ALIGN TO STRATEGIC GOALS, & TECHNICAL FRAMEWORKS SKILLS GAPANALYSIS & RECRUITMENT
BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
REMOVEANY POTENTIALIMPEDIMENTS ADD TRAINING TASKS TO THE BACKLOG
“Friends don’t let friends use Microsoft Project”
CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
EXPERT OPINION THE TEAM MEMBER WITH SPECIFIC DOMAIN KNOWLEDGE E.G.ADBAESTIMATING DATABASETASKS.
COMPARISON COMPARING A TASK TO ANOTHER, ESTIMATED, TASK. E.G.TASKAISABOUTTWICETHE EFFORTOF TASKB
COMPONENTS BREAK A LARGE TASK INTO SMALL SUB-TASKS E.G. BREAK USER MANAGEMENT INTO INTERFACE, LOGIN,ACCESS CONTROL, ETC.