I don't do Agile, I AM Agile!

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Too often in agile software development we tend to use methodologies and all their components simply because the rule book says so. Why not select the tool based on the context of the task your
trying to complete.

Anything that you use that does not lead towards a direct value add to the final product delivered is simply an overhead and waste.

This presentation covers discovering what
is the minimum amount of practices that are required to achieve the goal of delivering a product we desire - safely, quickly and successfully. Thus allowing us to start getting feedback and improving it.

Published in: Business, Technology

I don't do Agile, I AM Agile!

  1. 1. I DON’T DO AGILE, I AM AGILE! @BarryOReilly www.barryoreilly.com http://www.linkedin.com/in/barryoreilly
  2. 2. Who are ThoughtWorks?!  Enterprise Agile and Technology consulting!  Offices in US, UK, Germany, India, Brazil, China and Australia!  1,800 people worldwide!  Martin Fowler, Jim Highsmith & Jez Humble!  Creators of GO!, Twist and Mingle
  3. 3. What will we cover?
  4. 4. Problems adopting and practicing Agile in organisations
  5. 5. Follow what is in the book – we’re Agile!
  6. 6. Agile project failing to deliver or live up to expectations
  7. 7. But we are doing everything X says to do
  8. 8. Maybe Agile isn’t for us It does not work A myth
  9. 9. Practices and Principles Agile –  SCRUM –  XP Lean and Kanban
  10. 10. SCRUM - Practices Meetings Artifacts !   Daily Stand Up !   Product Backlog !   Sprint Planning !   Sprint Backlog !   Showcase !   Burn Down !   Retrospective Roles Time-boxing !   SCRUM Master !   Sprint !   SCRUM Team !   Spikes !   Product Owner !   Users
  11. 11. XP – Practices Feedback Shared Understanding !   User Stories (Planning) !   Simple Design !   Whole team !   System Metaphor !   Test Driven !   Collective Code Development Ownership !   Pair Programming Continuous Process Welfare !   Continuous Integration !   Sustainable Pace !   Design Improvement !   Small Releases
  12. 12. Kanban !  Visualise The Workflow !  Limit Work In Progress !  Manage Flow !  Make Process Policies Explicit !  Improve Collaboratively
  13. 13. Change your perspective
  14. 14. Instead of trying to do everything that’s prescribed Ask why are we doing it?
  15. 15. Do we need to do it?Does it work for the product we trying to build?
  16. 16. Reverse thinking
  17. 17. The best place to begin an intellectualjourney is at its end– Russell Ackoff
  18. 18. Visionaries look ahead to a desired end Know where they want to be
  19. 19. Work backwards to find a way of getting there
  20. 20. Bad smells
  21. 21. To do more of what is not workingnow, is to do more of what will not work in the future
  22. 22. Trying to do the wrong thing right
  23. 23. Being ineffective
  24. 24. How do we know?
  25. 25. Practices and Principles !   Agile –  SCRUM –  XP !   Lean –  Kanban –  Muda (Eliminating waste) –  Amplify learning –  Deliver as fast as possible
  26. 26. It is important that an aim never bedefined in terms of a specificactivity or method.– Edward Deming
  27. 27. Go Compare
  28. 28. Compare!   SCRUM !   XP !   Kanban14 Practices 12 Practices 3 Practices-  Time boxed -  Iterative -  Event Driven-  Cross Functional -  Developer centric -  Specialist teams teams -  No Roles Prescribed -  Collective-  Roles Prescribed Ownership -  Add Items when-  Cannot Add Items -  Small releases capacity-  Estimation Required -  Planning game -  Estimation Optional Prescriptive Adaptive
  29. 29. Focus on using the practices that suit the contextDon’t simply stick with one discipline and one alone
  30. 30. Great idea!When do we start?
  31. 31. Day One to Last Day
  32. 32. Example
  33. 33. Day One !   Management felt need to control and manage team !   Showed a lack of involvement in the project (Agile too time consuming) !   Wanted progress reports every two weeks !   SCRUM by the book !   Time-boxing led to mini-Waterfall mentality !   Sprint planning meeting (taking hours and all team members) !   Build broken, still go to prescribed meetings !   Estimate in points, task in hours, Burn down in hours
  34. 34. Change perspective OnPlanned Demand
  35. 35. Change Going Forward Once Now On Planned Demand No Sprint Story Showcase Planning No Time Retro Reporting Box Trash Abstract Hours Sizing
  36. 36. Last Day !   Only formality –  Showcase to external stakeholders –  Report outwards on velocity covered since last report cycle !   Stakeholders –  require continual engagement at story review and showcase –  Forced to prioritised !   Developers –  Story huddles meant they only review stories they work on –  Focus on writing code, not hang out in meetings
  37. 37. What are the indicators for what practices to use?
  38. 38. What To Think About…. !  Project Brief –  Green or Brown Fields –  New Product Development –  Heavy Lifting –  Integration
  39. 39. What To Think About…. !  Organisation –  Experience of Agile –  Open to change –  Culture –  People need to feel secure, otherwise display defensive behaviour
  40. 40. What To Think About…. !  Hand over and collaboration –  Always available –  Not with team continually –  Intermittently –  Only attend schedule meetings
  41. 41. What To Think About…. !  Composition Of The Team –  Co-located –  Distributed –  Same working hours –  Different time zones
  42. 42. What To Think About…. !  Environment –  Technology –  Tools –  Office Space –  Desk Space
  43. 43. What To Think About…. !  Releasing –  Automated or Manual –  How often can you deploy? –  On demand –  Daily, Weekly, Monthly –  Scheduled cycle
  44. 44. What To Think About…. !  Feedback loops –  Stakeholders –  Customers –  Colleagues –  Cannot improve if you do not get it
  45. 45. So back to SCRUM, XP or Kanban
  46. 46. !   SCURM !   XP !   Kanban14 Practices 12 Practices 3 Practices-  Time boxed -  Iterative -  Event Driven-  Cross Functional -  Developer centric -  Specialist teams teams -  No Roles Prescribed -  Collective-  Roles Prescribed Ownership -  Add Items when-  Cannot Add Items -  Small releases capacity-  Estimation Required -  Planning game -  Estimation Optional
  47. 47. Stop thinking about what discipline to useStarting thinking about what practice will be useful
  48. 48. ! SCURM ! XP ! Kanban14 Practices 12 Practices 3 Practices-  Time boxed -  Iterative -  Event Driven-  Cross Functional -  Developer centric -  Specialist teams teams -  No Roles Prescribed -  Collective-  Roles Prescribed Ownership -  Add Items when-  Cannot Add Items -  Small releases capacity-  Estimation Required -  Planning game -  Estimation Optional
  49. 49. -  Time boxed -  Iterative -  Event Driven-  Cross Functional -  Developer centric -  Specialist teams teams -  Collective -  No Roles Prescribed-  Roles Prescribed Ownership -  Add Items when-  Cannot Add Items -  Small releases capacity-  Estimation Required -  Planning game -  Estimation Optional
  50. 50. Lean Thinking
  51. 51. There is nothing so useless as doingefficiently that which should not bedone at all- Peter Drucker
  52. 52. Minimum amount to succeed
  53. 53. Muda –  Eliminate waste –  Not helping get rid of it –  Using more tools, people or equipment than is needed –  Software Development is a value creation process –  Perfect process has no unneeded waste
  54. 54. Delivering as fast as possible –  End goal is to deliver a product –  Sooner the product is delivered –  Sooner you get feedback –  Sooner you can improve it
  55. 55. Amplified learning –  Continuous learning process –  Making mistakes and learning –  Increased feedback
  56. 56. Question Everything
  57. 57. Is what we are doing valuable or slowing us down?
  58. 58. Is it relevant for what we are trying to do?
  59. 59. What purpose is it meant to serve - is it achieving it?
  60. 60. If we didn’t do it what would happen?
  61. 61. Continuous Improvement
  62. 62. Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do
  63. 63. Learn more when things are wrong not right
  64. 64. Try things outDon’t be afraid to fail
  65. 65. Do not waste your failures
  66. 66. Its not FAILURE that we shouldcelebrate - but the LEARNING that ensues
  67. 67. Kaizen PlanAct Do Check
  68. 68. Thank you@BarryOReilly

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