Xanpan
Pronounced
“Zan-pan”
allan kelly
Twitter: @allankellynet
http://www.allankelly.net

What do you get if
you cross Ka...
Partners:
Allan Kelly…
 Consulting on software

development & strategy
 Training for Agile
Author
– Changing Software Development:...
We don’t need another Methodology
Choose your Cola
Ken & Jeff’s
Scrum-Cola

David Anderson
Kanban-Cola
Kent Beck
XP-Cola

Allan Kelly
Xanpan-Cola
Where did Xanpan come from?

2

Product
Management

ff

t t
uc en
od m
Pr age
an

3

M

• Making sense of what I see

Kanb...
Principles
•
•
•
•
•
•

Iteration routine (deadlines)
Invest in Quality / “Quality is Free”
Visualize (see to learn)
Dis-e...
Practice
1. XP Technical practices: TDD, CI, etc.
2. Teams can work on more than 1 stream
– Flow multiple projects/product...
Practices
5. Flow
– Use Product “Ownership” (Product Management
& Business Analysis) to restrict flow
– Apply WIP limits
–...
Practices
9. Fit work to the time
– Deadlines are good
– Limit WIP

10.Evolutionary change
– Small Bangs are OK
– but Big ...
Some detail….
Team Centric
• Teams build software
Sausage
Machine
Requirements &
Specifications go in

Working Software
Comes Out
Teams
• Keep teams together
– Why break up successful teams?
– (Corporate Psychopathy)

• Flow the work to the team
• Stab...
Iterations & Flow
• Iterations bring structure
But
• Strict iterations break flow
– “Story must be finished in sprint”
– “...
Iterations & Flow
• Stories spanning sprints levels work
– Break down stories to tasks
– Tasks only counted when completed...
2 week routine
Wednesday

Tuesday

Monday

Friday

Thursday

Wednesday

Tuesday

Monday

Friday

Thursday

Release

• Ever...
Breakdown
• In planning meeting
• Part
– Software Design
– Requirements elicitation
– Opportunity to reduce scope
– Estima...
Epic

Story
Story
Story
Story

Task
Task
Task
Task

Discouraged but accepted

Blues – Stories
• Business facing
• Have bus...
Yes, Estimation
• Estimate White tasks in planning meeting
– Ball-park estimate Blues

• Estimates in Points
– Your curren...
Estimation worthwhile?
• For scheduling? Perhaps

“I can bring
a project in
to the day”

– Some teams report good results
...
Estimation…
• For work within 3 months can be
– Generally right
– Useful in designing & scheduling

• Effort estimates bey...
Reds

Yellows
Unplanned work

Green
Specific to you
Planned & Unplanned work
• Work planned in planning meeting
• Unplanned work allowed at any time
– Tag it, e.g. Yellow car...
Light Sabre
Every team
must design
their own
board
Quality…
… makes all things possible
"Quality has much in common with sex. Everyone
is for it. (Under certain conditions o...
Quality core
What qualities are important to you?
Goodhart’s Law
Any observed statistical
regularity will tend to
collapse once pressure is
placed upon it for control
purpo...
Is Xanpan useful?
• Maybe
– Take it
– Use it

• Inspiration
– Roll your own

Image from Ildar Sagdejev under Creative Comm...
WIP – Work in Progress
http://leanpub.com/xanpan

Comments
please!
Which brand of Cola
are you drinking?
allan kelly
www.softwarestrategy.co.uk
www.allankelly.net
allan@allankelly.net
Twitt...
Xanpan - team centric software development
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Xanpan - team centric software development

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Xanpan presentation from DevConFu Riga, November 2013

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Transcript of "Xanpan - team centric software development"

  1. 1. Xanpan Pronounced “Zan-pan” allan kelly Twitter: @allankellynet http://www.allankelly.net What do you get if you cross Kanban with Extreme Programming? Team Centric Agile DevConFu, Latvia November 2013 The Cigarettes & Colas talk
  2. 2. Partners:
  3. 3. Allan Kelly…  Consulting on software development & strategy  Training for Agile Author – Changing Software Development: Learning to be Agile (2008, Wiley) – Business Patterns for Software Developers (2012, Wiley - ISBN: 978-1119999249) – Xanpan: Reflections on agile (work in progress) https://leanpub.com/xanpan Chapters in… • Business Analysis and Leadership, Pullan & Archer 2013 • 97 Things Every Programmer Should Know, Henney, 2010 • Context Encapsulation in Pattern Languages of Program Design, vol#5, 2006
  4. 4. We don’t need another Methodology
  5. 5. Choose your Cola Ken & Jeff’s Scrum-Cola David Anderson Kanban-Cola Kent Beck XP-Cola Allan Kelly Xanpan-Cola
  6. 6. Where did Xanpan come from? 2 Product Management ff t t uc en od m Pr age an 3 M • Making sense of what I see Kanban & Lean X S P cr & um – Seeing others – Reports of other cross-overs XP Kanban & Lean st u • Kanban • XP • Plus XP an nb an Ka Le & – Blue-White-Red First concept O th er • Experience (Lean+XP) 1
  7. 7. Principles • • • • • • Iteration routine (deadlines) Invest in Quality / “Quality is Free” Visualize (see to learn) Dis-economies of Scale (small batch size) Emphasize Flow (Level, Span, Constrain) Team Centric – Planned & Unplanned work – #NoProjects • Goodhart’s Law • Constructivism learning
  8. 8. Practice 1. XP Technical practices: TDD, CI, etc. 2. Teams can work on more than 1 stream – Flow multiple projects/product to 1 team 3. Break Stories to Tasks – Colour code work – Estimate in Points – Small is better - Think Small! 4. Benchmark against self – Velocity Not Commitment
  9. 9. Practices 5. Flow – Use Product “Ownership” (Product Management & Business Analysis) to restrict flow – Apply WIP limits – Absolute Prioritization 6. Planning levels (horizons) 7. Pick’n’Mix 8. Action over words
  10. 10. Practices 9. Fit work to the time – Deadlines are good – Limit WIP 10.Evolutionary change – Small Bangs are OK – but Big Bangs are bad
  11. 11. Some detail….
  12. 12. Team Centric • Teams build software
  13. 13. Sausage Machine Requirements & Specifications go in Working Software Comes Out
  14. 14. Teams • Keep teams together – Why break up successful teams? – (Corporate Psychopathy) • Flow the work to the team • Stable teams – Improve performance – Velocity/estimation can become predictable
  15. 15. Iterations & Flow • Iterations bring structure But • Strict iterations break flow – “Story must be finished in sprint” – “Story cannot be bigger than a sprint” – Sprint tail overwhelmed by finished stories – Testers drop standards • Strict iteration – Difficult at first – learn to think small
  16. 16. Iterations & Flow • Stories spanning sprints levels work – Break down stories to tasks – Tasks only counted when completed – When all tasks done, Story done • 3 Strikes and you are out! – Story span 1 Sprint, OK, good – Story spans 2 Sprints, umm… Red Flag – Story spans 3 Sprints, Out! Story too big
  17. 17. 2 week routine Wednesday Tuesday Monday Friday Thursday Wednesday Tuesday Monday Friday Thursday Release • Every 2 weeks you have a shippable product • Whether you ship or not is a marketing decision
  18. 18. Breakdown • In planning meeting • Part – Software Design – Requirements elicitation – Opportunity to reduce scope – Estimation exercise Image from Paul Goyette, Creative Commons License http://commons.wikimedia.org/wiki/File:Wrecking_ball.jpg
  19. 19. Epic Story Story Story Story Task Task Task Task Discouraged but accepted Blues – Stories • Business facing • Have business value/benefit • Deliverable in own right • Deliverable sometime soon • Typically software feature but anything which brings value – documentation, etc. Whites – Tasks • Typically developer tasks • No business value alone
  20. 20. Yes, Estimation • Estimate White tasks in planning meeting – Ball-park estimate Blues • Estimates in Points – Your currency £ $ € – One currency – Forget hours • Estimation helps design thinking I’ve come to like Planning Poker but choose your own poison
  21. 21. Estimation worthwhile? • For scheduling? Perhaps “I can bring a project in to the day” – Some teams report good results – Some teams placebo effect – Long run average accurate enough • Provides Developers with safety valve • Useful input to design process (Forget actuals – retrospective estimates)
  22. 22. Estimation… • For work within 3 months can be – Generally right – Useful in designing & scheduling • Effort estimates beyond 3 months too variable • Value estimate beyond 3 months essential Estimate value before effort • Close the loop & evaluate afterwards
  23. 23. Reds Yellows Unplanned work Green Specific to you
  24. 24. Planned & Unplanned work • Work planned in planning meeting • Unplanned work allowed at any time – Tag it, e.g. Yellow card – Retrospective estimation • At end of the iteration count points unplanned – Graph/Track planned v. unplanned – Incorporate into planning velocity
  25. 25. Light Sabre Every team must design their own board
  26. 26. Quality… … makes all things possible "Quality has much in common with sex. Everyone is for it. (Under certain conditions of, course.) Everyone feels they understand it. (Even though they wouldn't want to explain it.) Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow.) And, of course, most people feel that all problems in these areas are caused by other people." Philip Crosby
  27. 27. Quality core
  28. 28. What qualities are important to you?
  29. 29. Goodhart’s Law Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes. Professor Charles Goodhart, CBE, FBA Velocity & points break down if abused… … and so do other measurements
  30. 30. Is Xanpan useful? • Maybe – Take it – Use it • Inspiration – Roll your own Image from Ildar Sagdejev under Creative Commons license http://commons.wikimedia.org/wiki/File:2009-02-15_Rolling_a_cigarette.jpg
  31. 31. WIP – Work in Progress http://leanpub.com/xanpan Comments please!
  32. 32. Which brand of Cola are you drinking? allan kelly www.softwarestrategy.co.uk www.allankelly.net allan@allankelly.net Twitter: @allankellynet http://leanpub.com/xanpan (c) Allan Kelly http://www.softwarestrategy.co.uk 35

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