I don't do Agile, I AM Agile!
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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

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.

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    I don't do Agile, I AM Agile! I don't do Agile, I AM Agile! Presentation Transcript

    • I DON’T DO AGILE, I AM AGILE! @BarryOReilly www.barryoreilly.com http://www.linkedin.com/in/barryoreilly
    • 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
    • What will we cover?
    • Problems adopting and practicing Agile in organisations
    • Follow what is in the book – we’re Agile!
    • Agile project failing to deliver or live up to expectations
    • But we are doing everything X says to do
    • Maybe Agile isn’t for us It does not work A myth
    • Practices and Principles Agile –  SCRUM –  XP Lean and Kanban
    • 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
    • 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
    • Kanban !  Visualise The Workflow !  Limit Work In Progress !  Manage Flow !  Make Process Policies Explicit !  Improve Collaboratively
    • Change your perspective
    • Instead of trying to do everything that’s prescribed Ask why are we doing it?
    • Do we need to do it?Does it work for the product we trying to build?
    • Reverse thinking
    • The best place to begin an intellectualjourney is at its end– Russell Ackoff
    • Visionaries look ahead to a desired end Know where they want to be
    • Work backwards to find a way of getting there
    • Bad smells
    • To do more of what is not workingnow, is to do more of what will not work in the future
    • Trying to do the wrong thing right
    • Being ineffective
    • How do we know?
    • Practices and Principles !   Agile –  SCRUM –  XP !   Lean –  Kanban –  Muda (Eliminating waste) –  Amplify learning –  Deliver as fast as possible
    • It is important that an aim never bedefined in terms of a specificactivity or method.– Edward Deming
    • Go Compare
    • 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
    • Focus on using the practices that suit the contextDon’t simply stick with one discipline and one alone
    • Great idea!When do we start?
    • Day One to Last Day
    • Example
    • 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
    • Change perspective OnPlanned Demand
    • Change Going Forward Once Now On Planned Demand No Sprint Story Showcase Planning No Time Retro Reporting Box Trash Abstract Hours Sizing
    • 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
    • What are the indicators for what practices to use?
    • What To Think About…. !  Project Brief –  Green or Brown Fields –  New Product Development –  Heavy Lifting –  Integration
    • What To Think About…. !  Organisation –  Experience of Agile –  Open to change –  Culture –  People need to feel secure, otherwise display defensive behaviour
    • What To Think About…. !  Hand over and collaboration –  Always available –  Not with team continually –  Intermittently –  Only attend schedule meetings
    • What To Think About…. !  Composition Of The Team –  Co-located –  Distributed –  Same working hours –  Different time zones
    • What To Think About…. !  Environment –  Technology –  Tools –  Office Space –  Desk Space
    • What To Think About…. !  Releasing –  Automated or Manual –  How often can you deploy? –  On demand –  Daily, Weekly, Monthly –  Scheduled cycle
    • What To Think About…. !  Feedback loops –  Stakeholders –  Customers –  Colleagues –  Cannot improve if you do not get it
    • So back to SCRUM, XP or Kanban
    • !   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
    • Stop thinking about what discipline to useStarting thinking about what practice will be useful
    • ! 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
    • -  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
    • Lean Thinking
    • There is nothing so useless as doingefficiently that which should not bedone at all- Peter Drucker
    • Minimum amount to succeed
    • 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
    • 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
    • Amplified learning –  Continuous learning process –  Making mistakes and learning –  Increased feedback
    • Question Everything
    • Is what we are doing valuable or slowing us down?
    • Is it relevant for what we are trying to do?
    • What purpose is it meant to serve - is it achieving it?
    • If we didn’t do it what would happen?
    • Continuous Improvement
    • Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do
    • Learn more when things are wrong not right
    • Try things outDon’t be afraid to fail
    • Do not waste your failures
    • Its not FAILURE that we shouldcelebrate - but the LEARNING that ensues
    • Kaizen PlanAct Do Check
    • Thank you@BarryOReilly