Webinar 2nd edition of the secrets of agile software development from the executive perspective

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Webinar 2nd edition of the secrets of agile software development from the executive perspective






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  • Alex:When welcoming the audience, speak to the goal of the webinar: Focus on how collaboration in an outsourced situation makes a project delivery successful, and what a customer needs to do with requirements when outsourcing part of the development work.welcome the attendeesintroduce the speakers and yourselfwalk through agendaexplain how to ask questions
  • My role is to moderate and guide.
  • Goal: set the direction of the presentation: focus on how collaboration in an outsourced situation works, and what a customer needs to do with requirements when outsourcing part of the work.Julieta’s question:Individuals and interactions over process and tools: How do people work together?How does Agile help with teamwork/collaboration? Can you give us examples?Answer includes:Adapt - Embrace change: give up on “managing” or “controlling” it – the team will self-organize and the product demo at the end of every Sprint will give steering to developing the right productCollaborate: co-locate team members, whole team thinking, get close to the customerCommunicate: use information radiators, big visible charts, daily stand-up meetingsMaybe mention (but keep it short):Get Feedback: Test early, test often, everyone tests and the customer “accepts”Deliver Value: Do important features first, reduce waste, reduce overhead, reduce re-workContinuously: Short time-boxes (“iterations” or “Sprints”)Hubert’s question:Customer Collaboration over Contract Negotiation: What does this mean for the customer, especially when you engage with an agile outsourced partner?Answer includes:Agree on what you can measure, and put this in a contractWhat gets measured gets done, be careful what you put in contractsThe customer is responsible for the results, the partner for the quality – high quality wrong results get you nowhere – don’t try to contract the software content, but contract software qualityThe more you collaborate with your partner, the better both parties know what has to happen – set up a collaborative development organization
  • Goal: Assume that the audience knows a little about Scrum, show that the presenters have deep experience with running Scrum (Julieta) and implementing Scrum (Hubert)Julieta’s question:About Scrum and the QA perspective, You are an experienced QA lead: what changes have you experience in the role of QA in an agile process? The Key:Everyone on the sprint team, not just QA, is responsible for testing and quality.Testing is a continuous activity, not and end-phase in a project.QA is an integral part of the team, QA collaborates with developers, developers practice Test Driven DevelopmentQA participates in Release/Iteration planning, QA collaborates with the team to define the acceptance test criteriaStart Testing activities from day 1, test Stories immediately once they are completeFocus on test automation:unit, regression and acceptance testingContinuous integration, continuous testingQA focuses more on exploratory testingQA practices pair testing (similar to pair programming)QA provides continuous feedback to the team and the customerQA are the quality drivers on the agile team, not the quality police.Hubert’s question:The Scrum framework is so simple, Why do teams fail with the agile approach?Teams do not implement the whole process – ScrumButs or ScrummerFallThe team is not co-located and cannot communicate wellManagement does not pay attention to the retrospectiveThe organization compromises on the Product Owner / ScrumMaster rolesThe organizationcompromises on the size of the team
  • Alex: You and I need to prepare this slide and what we say – HubertHubert – client perspectiveAlex – supplier perspective
  • Alex: You and I need to prepare this slide and what we say – HubertHubert – client perspectiveAlex – supplier perspective
  • Alex: You and I need to prepare this slide and what we say – HubertHubert – client perspectiveAlex – supplier perspective
  • Alex: Introduce the “Five Levels of Planning” article by Hubert (can be found with Google)Product Visioning – Level 1Product Roadmap – Level 2Release Planning – Level 3Iteration Planning – Level 4Daily Plan – Level 5Wonder what Continuous Planning means in practical terms for outsourced software developmentHubert’s question: what does Continuous Planning mean when implementing Scrum?Relationship between supplier (team) and customer is central in Scrum, and this needs to be reflected in the planning process: planning is a joint activityCustomer owns the Product Backlog (the requirements), and has to update, clarify these all the time. Update all the time in a central place (repository, tool)Customer owns the responsibility to get the right features done on time so they can be releasedCustomer and Partner have a joint responsibility to create good collaboration: create good backlog grooming (hand-over) sessions to transfer knowledge & requirementsJulieta’s question: based on your experience as a ScrumMaster, can you give an example of practices that really work?Involving customers in early testing and early acceptancesInvolving customers in stand-up meetingsContacting a person in the customer organization, how often and who do you contact most oftenThe customer is part of the team
  • Hubert’s question: why are User Stories so successful in agile software development, and does it also work with a distributed team?User stories were invented to increase interaction between customer and programmer, this remains important with larger projects and with distributed teams, or:do not write a document and “throw it over the wall” but to continuously interact between customer and delivery teamJulieta’s question: to give examples on how to transfer requirements (user stories) from the customer to the teamMore interaction between PO or Business Analyst and delivery team is importantThe business analysts have a broader and deeper involvement in what the delivery team is doing (daily interaction)Talk about backlog grooming, what happens in this meeting
  • Hubert to explain how the customer manages achieving the long-term goals of the project
  • Alex: Explain that velocity is not the only important metric, high speed with many defects does not add value to the customerJulieta’s question: how does early testing and QA integration into the team help the customer in getting high quality software

Webinar 2nd edition of the secrets of agile software development from the executive perspective Presentation Transcript

  • 1. The Secrets ofAgile Software Developmentfrom the Executives Perspective
  • 2. Your PanelJulieta Barrionuevo Hubert Smits• Lead Quality Assurance • Management Consultant Engineer with over 25 years• Software developer and experience project manager • Broad and deep• BS in Systems experience in Agile Engineering from the Software Development National Technological • Global reach and University of Argentina experience• Certified Scrum Master • Certified Scrum Trainer
  • 3. Your RefereeAlex Robbio• VP of Business Development at Belatrix Software Factory• Certified Scrum Master• Extensive experience in the software industry including roles as Developer, Architect and Project Manager
  • 4. Agenda• Introductions• A few words about Scrum• Scrum and Contracts• Scrum and Requirements• Measuring Progress• Closing
  • 5. Agile & ScrumINTRODUCTION
  • 6. The Agile Manifesto individuals and interactions over processes and tools working software over comprehensive documentation customer collaboration over contract negotiation responding to change over following a plan that is, while there is value in the items on the right, we value the items on the left more.” kent beck - mike beedle - arie van bennekum - alistair cockburn - ward cunningham - martin fowlerjames grenning - jim highsmith - andrew hunt - ron jeffries - jon kern - brian marick - robert c. martin steve mellor - ken schwaber - jeff sutherland - dave thomas
  • 7. scrum daily sprint planning meeting • review product backlog • select features for sprint sprint • task out features for sprint 2-4 weeks • find owner for tasks sprint review meeting • owner estimates tasks • demo features to all • commit to 2-4 weeks of work • retrospect with team product backlog: prioritized featuresdesired by customer sprint backlog tasked out features assigned to sprint estimated by team potentially shippable owned by team-members product increment
  • 8. Customer – Vendor RelationshipAGILE CONTRACTS
  • 9. Agile Contracts Highlights Pros ConsFixed Cost • Fixed scope & price • “Predictable” cost • Not flexible • Billing tied to milestones • Risk passed to • Can build what you vendor (in theory) needed 12 months ago and not what you need now • Lot of work upfront • Low visibilityT&M • Staffing, virtual team • Client in control • Harder to manage extension, etc. • Simple to negotiate performance • Billed by the hour, usually • Flexible and agile • Requires more monthly • High visibility involvement from clientAgile with SLA • T&M billing • All of T&M • Tweaking goals to • Performance tracking, • Better performance keep them with rewards and management motivating but fair penalties per sprint • Client highly involved
  • 10. Agile Contracts• Focus on results: working software, early, continuous• Focus on predictability: track velocity per team• Encourage teamwork: velocity increase = team bonus• Spot problems early: velocity decrease = company penalty• Keep it simple!
  • 11. Agile Contracts Summary Cost control Visibility Flexibility ProductivityFixed cost (theory) (reality)T&MAgile withSLA
  • 12. Customer Role in the Agile ProjectREQUIREMENTS
  • 13. User Stories
  • 14. Project PerformanceMETRICS
  • 15. Individual Burndown Chart
  • 16. Working days 9/ 0 5 10 15 20 25 30 35 27 9/ 28 9/ 29 9/ 30 10 /1 10 /4 10 /5 10 /6 10 /7 10 /8 10 /1 1 10 /1 2Date 10 /1 3 10 /1 4 10 /1 5 10 /1 8 10 /1 9 10 /2 0 10 /2 1 10 Team Burndown /2 2 Remaining work (days) Sprint 3 10 /2 5 10 /2 6 0 3 6 9 12 15 18 21 # Storypoints
  • 17. Product Delivery Metric
  • 18. Product Quality Metric Defect trending per Sprint900800700600500400300200100
  • 19. CLOSING,QUESTIONSAlex Robbio – arobbio@belatrixsf.comJulieta Barrionuevo – jbarrionuevo@belatrixsf.comHubert Smits – hubert@smitsmc.com