Agile Anti-Patterns. Yes your agile projects can and will fail too.

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This is the slide deck for a smooth presentation on agile and agile anti-patterns I did recently at several international conferences, including GIDS (Bangalore), ACCU (Oxford), Camp Digital (Manchester), Agile Open Holland (Dieren) and Jazoon (Zurich).

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Agile Anti-Patterns. Yes your agile projects can and will fail too.

  1. 1. Agile Anti-Patterns Yes your agile projects can and will fail too Sander HoogendoornPrincipal Technology Officer & Global Agile Thoughtleader Capgemini @aahoogendoorn 1
  2. 2. Sander HoogendoornCapgeminiPrincipal technology officerGlobal agile thought leaderChief architect Accelerated Delivery Platform (ADP)OtherAuthor books on UML, agileAuthor +200 articles, columnsSpeaker +100 international conferencesMicrosoft Partner Advisory Council .NETEditorial boards & Advisory boardsCapping IT Off BlogWebwww.sanderhoogendoorn.comsander.hoogendoorn@capgemini.com@aahoogendoorn
  3. 3. Why waterfall won’t work• Why waterfall won’t work
  4. 4. Waterfall?
  5. 5. Waterfall?
  6. 6. Agile! 7
  7. 7. You would believe …because waterfall doesn’t work, right?
  8. 8. So the methodology doesn’t work @aahoogendoorn They should never have used waterfall. @aahoogendoorn Does the name of the project coincidently start with a C?
  9. 9. But how would you feel if …
  10. 10. @aahoogendoorn They didn’t apply Scrum right. @aahoogendoorn This project likely did ScrumBut, not Scrum.So it’s not the methodology, right?
  11. 11. 12
  12. 12. 13
  13. 13. 14
  14. 14. Jack states that we have over 300 resources who are trained as SCRUMmaster. As it happens I’m meeting him this afternoon. I’ll ask him. 15
  15. 15. Scrumman 16
  16. 16. Dogmagile
  17. 17. Crusader Agile
  18. 18.  Scrumdamentalism 
  19. 19. Stand up meetings
  20. 20. Sit down meetings…
  21. 21. Scrumdamentalism 
  22. 22. Scrumdamentalism  
  23. 23. Agilists against ZenifyingJust write down small things on small papers. It’s your kaizen.
  24. 24. Agilists against ZenifyingDon’t just write down small things on small papers. Write code. It’s your job.
  25. 25. The Bob-the-Builder-Syndrome Can we build it? Yes, we can!
  26. 26. There is no so thing asone-size-fits-all agile
  27. 27. Teams and roles 28
  28. 28. Customer, Coach, Developer
  29. 29. Product owner, Scrum master, Team
  30. 30. Customer, User, Domain ExpertProject Manager, Coach, Developer, Tester Create Stabilize project software proposalPropose Scope Realize Realize Realize Realize Finalize Manage Write Deliver Maintain project working software plan software
  31. 31. Multiple roles
  32. 32. Teams? 33
  33. 33. What is the keyto being successful as a team? 34
  34. 34. Collaboration 35
  35. 35. But what happens to the old roles? 36
  36. 36. An example team Product owner Responsible for gatheringall business requirements No ‘real’ business owner Scrum team Business analyst /2 Information analyst /2 SAP CRM /1 SAP XI/ BPM /2 SAP ABAP /1 UI developer /1 .NET developer /1 Test /2 Scrum master /1 Agile coach /1 37
  37. 37. The backlogWhere does it come from?
  38. 38. And on theseventh day Kencreated thebacklog
  39. 39. The automagical backlog
  40. 40. The automagical backlog
  41. 41. Preliminary iterations
  42. 42. Preliminary iterations
  43. 43. Preliminary iterations Create Stabilize project software proposalPropose Scope Realize Realize Realize Realize Finalize Manage Write Deliver Maintain project working software plan software
  44. 44. Documentation Frenzy
  45. 45. Documentation Frenzy  
  46. 46. But if your IT landscape looks like this …
  47. 47. Index cards might just not do the trick
  48. 48. User stories are merely meant to get the conversation going?
  49. 49. So what about documentation?
  50. 50. The agile manifesto doesn’t sayno documentation (or modeling)
  51. 51. Eventually your software will go into maintenance (hopefully)
  52. 52. Will you document to maintain? 
  53. 53. Guesstimation 54
  54. 54. Apples Team 1 55
  55. 55. Apples and oranges Team 1 Team 2 56
  56. 56. Apples and apples Team 1 Team 2 57
  57. 57. Distributed Apples Off shoreTeam 1 Team 2 Team 3 Team 58
  58. 58. Mandatory burn down chart?Bad smell: note howthe same example isused in everyone’spresentations. Don’t trust a vendor’s presentation if it has this example of a burndown chart in it.
  59. 59. We have our ups and downs
  60. 60. Lightweight agile can be to enterprise projects What Monopoly isto solving the financial crisis
  61. 61. Agile is a sliding scale 62
  62. 62. Assembling Agile
  63. 63. Static versus Dynamic Agile 64
  64. 64. Project Approachpublic interface IApproach{ List<ITeam> Teams { get; set; } IDashBoard Board { get; set; } IUnitOfWork Unit { get; set; }}public abstract class Approach : IApproach{ public List<ITeam> Teams { get; set; } public IDashBoard Board { get; set; } public IUnitOfWork Unit { get; set; }} 65
  65. 65. Static Approachpublic class Scrum : Approach{ public Scrum() { Teams = new List<ITeam> {new LocalTeam()}; Board = new TaskBoard(); Unit = new UserStory(); }}public class ScrumProject{ public Scrum Approach = new Scrum();} 66
  66. 66. Dynamic Approachpublic class Project{ public IApproach Approach { get; set; }}public class MyProject : Project{ public MyProject() { Approach = new Smart(); Approach.Board = new KanbanBoard(); Approach.Teams.Add(new LocalTeam()); Approach.Teams.Add(new LocalTeam()); Approach.Teams.Add(new IndianTeam()); Approach.Unit = new Feature(); }} 67
  67. 67. Assembling Agile – The basics of agile Short Collaborative Small Iterations Teams Unit of Work Continuous Deliver Simplify Planning Early & Often Communication
  68. 68. Lightweight Agile
  69. 69. Assembling Agile – Light Short Collaborative Small Iterations Teams Unit of WorkContinuous Deliver Simplify Planning Early & Often Communication
  70. 70. Enterprise Agile
  71. 71. Assembling Agile – Enterprise Short Collaborative Small Iterations Teams Unit of Work Continuous Deliver Simplify Planning Early & Often Communication
  72. 72. Institutionalizing agile 73
  73. 73. Freedom and flexibility 74
  74. 74. Institutionalizing agile 75
  75. 75. In retrospective
  76. 76. Agile is no religionSo don’t be a zealot
  77. 77. Agile is a sliding scale 78
  78. 78. Assembling Agile
  79. 79. Value is foundIn all agile approaces (and yes, even in waterfall)
  80. 80. And please can we cut the crap And go back to work?
  81. 81. 82
  82. 82. Sander Hoogendoornwww.sanderhoogendoorn.com @aahoogendoorn 83

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