Tech Propulsion Labs<br />Confidential 2011 Tech Propulsion Labs, Inc.<br />A Sample of our Agile Processes<br />
Confidential 2011 Tech Propulsion Labs, Inc.<br />The Agile Manifesto<br />We are uncovering better ways of developing  so...
TPL’s ‘Agile’ Focus<br />We practice Agile Development<br />Optimizes for flexible, business-driven projects<br />Adapts t...
TPL Dev Process – Product Owner<br />PO acts as customer rep and decision maker for the dev team<br />Must prepare require...
Addendum  Finding the optimal dev path<br />The Optimal Path to launch must take into account… <br />Scope issues (limitin...
AddendumSample PO/Team Workflow<br />Product Owner Team<br />Development Team<br />time<br />Sprint 0<br />Sprint 1<br />S...
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Tpl agile processes

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A short introduction how Tech Propulsion Labs (TPL) sells scrum to customers.

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Tpl agile processes

  1. 1. Tech Propulsion Labs<br />Confidential 2011 Tech Propulsion Labs, Inc.<br />A Sample of our Agile Processes<br />
  2. 2. Confidential 2011 Tech Propulsion Labs, Inc.<br />The Agile Manifesto<br />We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:<br />Individuals and interactions <br />processes and tools<br />over<br />Working software<br />comprehensive documentation<br />over<br />Customer collaboration<br />contract negotiation<br />over<br />Responding to change<br />following a plan<br />over<br />That is, while there is value in the items on the right, we value the items on the left more<br />
  3. 3. TPL’s ‘Agile’ Focus<br />We practice Agile Development<br />Optimizes for flexible, business-driven projects<br />Adapts to new market insights or strategies<br />Our Processes (Scrum, BDD/TDD, reporting, estimation, demo) all follow from business needs<br />Customers play a crucial role<br />Steer development toward highest ROI features<br />Determine final scope and price<br />Role is known as “Product Owner” in Agile<br />Time-consuming but generally better results<br />Agile estimates are a range from ‘Minimum Viable Product’ to ‘Fully-loaded Deluxe’<br />Product Owner chooses path to final result<br />Confidential 2011 Tech Propulsion Labs, Inc.<br />
  4. 4. TPL Dev Process – Product Owner<br />PO acts as customer rep and decision maker for the dev team<br />Must prepare requirements for the team detailed enough for them to complete work (See ‘Addendum – Sample PO/Team Workflow’ Slide)<br />This is a lot of work! The PO must work ahead of the development team to make sure that upcoming features are well enough defined for the dev team to start work. <br />If the requirements are well understood and the PO is available for clarification, TPL canspec out and deliver only what’s actually needed, in a “just in time” manner. <br />If they are not ready, the PO must be able to make a decision on call for the team, or accept that the team will work at reduced efficiency<br />Participates in Planning and Review meetings<br />Answers the team’s questions about the domain<br />Given conflicting goals and opinions, makes decisions for hard product choices<br />Reviews and accepts the team’s work at each delivery<br />Sprint – Available to the Team<br />Post sprint - Acceptance<br />Pre sprint - Planning<br />Confidential 2011 Tech Propulsion Labs, Inc.<br />
  5. 5. Addendum Finding the optimal dev path<br />The Optimal Path to launch must take into account… <br />Scope issues (limiting refinements…what we want vs. what we need)<br />Dev issues (preparing requirements & design for the dev team, cost of doing different things at different times)<br />Business realities (budget, time to value, dev vs. operational cost) <br />Deferring features and limiting refinements are the Product Owner activity<br />very much in sync with the Agile Process<br />front load the critical features<br />get to initial beta or launch in as little time as possible<br />Defer heavily dependent or lower value features until later when the needed features are better understood<br />Knowing exactly what/how much to add later beats doing everything at once up front<br />Confidential 2011 Tech Propulsion Labs, Inc.<br />
  6. 6. AddendumSample PO/Team Workflow<br />Product Owner Team<br />Development Team<br />time<br />Sprint 0<br />Sprint 1<br />Sprint 2<br />Sprint 3<br /><ul><li>gather user input for iteration 3 features
  7. 7. design iteration 2 features
  8. 8. support iteration 1 development
  9. 9. gather user input for iteration 4 features
  10. 10. design iteration 3 features
  11. 11. support iteration 2 development
  12. 12. validate iteration 1 features
  13. 13. gather user input for iteration 5 features
  14. 14. design iteration 4 features
  15. 15. support iteration 3 development
  16. 16. validate iteration 2 features
  17. 17. planning
  18. 18. data gathering
  19. 19. design for iteration 1 features – high technical requirements, low user requirements </li></ul>support dev<br />coded features<br />support dev<br />feature design<br />feature design <br />+ bugs found in <br />usability testing<br />implement iteration 1 features<br />implement iteration 2 features<br />fix iteration 1 bugs if any<br />implement iteration 3 features<br />fix iteration 2 bugs if any<br /><ul><li>development environment setup
  20. 20. architectural “spikes”</li></ul>Confidential 2011 Tech Propulsion Labs, Inc.<br />

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