As presented at Mile High Agile 2012 in Denver. Review and discuss the basic agile practices in the context of two games. The first game will illustrate why small batches are important and how they can help you address project risks sooner. The second game will illustrate how small batches can help give you better information about your project sooner and will demonstrate some of the basic agile practices at work like iterations, continuous flow, manage to done, velocity, retrospectives, etc.

1. AGILE 101:
small
BATCHES
Mile High Agile 2012

3. Steve Rogalsky
@SROGALSKY
WINNIPEGAGILIST.BLOGSPOT.COM
PROTEGRA.COM

7. At Protegra we
employ agile and
lean techniques to
give our clients an Protegra Advantage
advantage – to leap
out of the bowl.
info@protegra.com
blog.protegra.com
www.protegra.com

9. “Is your IT
shop the
place where
great
business
ideas grind
to a halt?”

10. not necessarily faster

17. As a <role>
I want to <some action>
So that <result>
(one coin) (many coins)

19. 120%
100%
80%
60% Time spent switching
40% Time spent on task(s)
20%
0%
1 Task 2 Tasks 3 Tasks 4 Tasks 5 Tasks 6 Tasks
From: QSM 1, Systems Thinking (Dorset House, 1992). Jerry Weinberg

20. Credit: This example is from “The Role of Quality Assurance in Lean-Agile” – Allan Shalloway

24. Alistair’s 3 keys to
successful projects:
1. Frequent Delivery of
working code
2. Access to customers
3. Co-located teams

25. vs. and
Efficient Effective

27. 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. efficient
The most 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. technical excellence
Continuous attention to 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.

28. 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. self-organizing teams.
The best architectures, requirements, and designs emerge from
12. At regular intervals, the team reflects on how to become more effective , then tunes and
adjusts its behaviour accordingly.

29. "You cannot hold people responsible for
results if you supervise their methods. You
then become responsible for results and
rules replace human judgement, creativity,
responsibility“
- Dr. Stephen R. Covey

30. "Effective leaders set up the conditions of
empowerment and then... get out of people’s
way, clear their path and become a source
of help as requested.“
- Dr. Stephen R. Covey

32. Size 1 Size 2 Size 3 Size 8

33. What agile practices did we just
witness?
• Iteration Planning • User Stories
• Prioritized backlog (1-100 • Acceptance Testing
not H/M/L) • Embracing Change
• Manage to Done • Scope management
• Relative estimating • Face to face
• Velocity communication
• Burn up/down • Kanban / Continuous Flow
• Demo • Work in Progress Limits
• Retrospectives • Continually testing for
failure

34. In Closing
Want sooner?
• Be efficient with process
– (think small)
• Be effective with people
Steve Rogalsky
@SROGALSKY
Thanks! WINNIPEGAGILIST.BLOGSPOT.COM
Questions PROTEGRA.COM