Empowering teams to deliver solutions to toughcustomer problems via collaboration, frequentdelivery and discovery       Br...
OUTCOME To Empower you to bring Agile to your Product Development Team.05 March 2013     Agile Prod Dev: What? Why? & How?...
TALKING POINTS  What?       Definition       Road to Agile       Values  Why?  How?       3 Roles       4 Ceremoni...
1. Definition 2. Road to Agile 3. Values05 March 2013       Agile Prod Dev: What? Why? & How?   4
Definition Agile:      To Effectively deliver Frequent Value  End-User/      Customer,       at a Sustainable Pace,     ...
Agile-Scrum Process05 March 2013       Agile Prod Dev: What? Why? & How?   6
Road to Agile • Lean Manufacturing       Deming  Toyota          Quality (Value) is impossible if people are          af...
AGILE ValuesHIGHER                                              LOWERIndividuals & Interactions                          p...
 Agile vs. Waterfall05 March 2013     Agile Prod Dev: What? Why? & How?   9
Agile vs. Waterfall        ELEMENT                  AGILE                       WATERFALL        Timing of Delivery       ...
1.     Practicing          •     3 Roles          •     4 Ceremonies          •     3 Artifacts 2. Path05 March 2013      ...
3 Roles*ROLE              CORE            FUNCTION/ PROPERTIESProduct           Prioritizer     Surrogate/ Connection to E...
4 CeremoniesCEREMONY         FUNCTION                               CONTEXT/ SPIRITPlanning         Priories work to be do...
PLANNING* Spirit: Clarity, Completeness & Feasibility  Timing: Long- vs. Short- term  Estimating: Story vs. Tasks     S...
User Story*  AS A <End-User>,  I WOULD LIKE TO <Action>,  SO THAT <Value>05 March 2013   Agile Prod Dev: What? Why? & H...
STAND-UP Spirit: Communication over Status Act of standing-up  team: concise & focused Elements:  DONE?  Next?  Slowdo...
REVIEW & DEMO* Spirit: What’s So Audience: End-Users, Customers, Stakeholders 1.     PdM: presents project 2.     Team: de...
RETROSPECTIVE Spirit: Learning Reflect:  Slowdowners  Improve  Worked Well  Amplify  Learned  Lessons take forward ...
3 Artifacts  Product Backlog/ Freezer     Managed by PdM  Sprint Backlog     fixed once Sprint starts*, if new  Prod....
SUMMARY: 3-4-3  3 Roles     Product manager     Scrum Master     Team  4 Ceremonies     Planning     Stand-Up     ...
End-Game                Path                People:     Individuals          cohesive Team                Work:       Lar...
FURTHER READINGTITLE                   AUTHOR(S)          USEPlanning eXtreme        Beck & Fowler      Team Level, Scrum ...
QUESTIONS?                    AGILE ValuesHIGHER                                              LOWERIndividuals & Interacti...
OUTCOME To Empower you to bring Agile to your Product Development Team.05 March 2013     Agile Prod Dev: What? Why? & How?...
THANK YOU!                Brad Jeffrey Neiman               Adam Yuret                Agile Coach                       ?P...
05 March 2013   Agile Prod Dev: What? Why? & How?   26
PRINCIPLES: 1 of 2# PRINCIPLE                 DETAIL1 Early & Con’t             Highest Priority: satisfy customer  Early...
PRINCIPLES: 2 of 2# PRINCIPAL                   DETAIL7 Working SW                  Working SW: primary Measure of Progres...
05 March 2013   Agile Prod Dev: What? Why? & How?   29
Scrum Process05 March 2013    Agile Prod Dev: What? Why? & How?   30
PLANNING  Theme of Sprint: establish       Definition of Ready (to plan)       Definition of DONE: Define/ Review  Ide...
PHASES  TEAM COHESION+PHASE            THEME                                    WHEN [months]1. Forming       Collection ...
CHALLENGESFROM                           TO“Following a Plan”    “Converging on Value”“Activity-based”      “Feature-based...
Challenges of the Sprint Review • Team demonstrates work that is not “Done” • Team has not shown data indicating how they ...
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Product Development using Agile Teams: What? Why? How?

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Empowering teams to deliver solutions to tough customer problems via collaboration, frequent delivery and discovery.

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  • Intro:Me: Agile Coach for NeiMan Tech ServicesProd Dev over 10 years in various rolesStartups to giant multi-nationals: GE &amp; Wal-MartProducts: Auto  Telecom  High-TechExp: 6-sig, Lean Mfg’g &amp; Agile Broad-base of experienceJust wrapped-up contract w/ JV @WalmartLabs &amp; Stores Info Sys DevAdamSW dev for 13 yearsCurrently: Agile Coach for Wal-Mart GeC
  • Intended Outcome: To……by answering questions:What is Agile?Why Agile?How to do &amp; be Agile?
  • 3-4-3: Roles-Ceremonies-Artifacts+QuestionsReview OutcomesReferences
  • End-User vs. Customer – ex: Med DevEnd-User: Nurse/ DrCustomer: Insurance coKey Elements:Iterative -- Frequently:enable feedback from End-User to improve &amp; narrow down on core valueCustomer-focused (Value &amp; Quality)ResponsiveThis Present, focus: Scrum-aspect of Agile – next: review Process
  • Prod B/L: Maintained by Prod Mgr w/ input from: End-Users, Customers &amp; BusinessSp B/L: create w/ team – doable during SpSp: 2-4 weeks  dailyEnd: Pot Shippable Prod  actually shipped&lt;thin slicing&gt;Agile like:Sci MethodDeming: Plan, Do, Check, Act  we’ll see6sig: DMAIC
  • Japanese Biz School Profs – studied co’s who highly eff. @ Prod Devel:Fuji-Xerox, Honda &amp; Canon worked Cross-Functionally &amp; in CollaborationPub: HBR in ’86
  • “over”Whenever try something new – use Values to guide if &amp; how
  • Agile vs. Waterfall – Basically:  Deliver &amp; Learn as we go – converge vs. Waiting for Perfection
  • It’s like gently guiding a ship with a rudder and sail vs. trying to tug it.Waste: put out effort &amp; get feedback; docu – Waterfall: try think of EVERYTHINGPdM - Interaction w/ Customers: Agile: Frequent  refine Solution Waterfall: Occational – wait &amp; see
  •  we’ll be focusing on Scrum aspect of Agile
  • Prod Mgr vs. Scrum Master: Prioritizer vs. Facilitator
  • Planning: includes Backlog Grooming before Planning w/ entire teamCheck-up: as in doctor checking on health of person (project) and making sure has all it needs to be health (successful)
  • Tasks: bite-sized chunks – smaller  easier &amp; more accurate to estimate (e.g. 1-4 hours)What is User Story?...way to capture:Who? wantsWhat?Why?
  • Clarity:Who?  End-UserWhat?  ActionWhy?  ValueFocus team: give value to End-User w/ no mind to How; End-User does NOT careNow know we know User Story, get to 2nd Ceremony…Stand-Up
  • Standing-Up: more than 15 min/ day  adds up – team being a bit tighter w/ time  BIG difference!4 main Elements:DONE?NextSlowdowners?Sync-UpsActually, #1: Slowdowners---2-4 weeks of Daily Stand-Ups  3rd Ceremony: Review &amp; Demo – Value Team Created
  • Spirit of Review &amp; Demo: What’s So6 main StepsNow you &amp; Team has Reviewed &amp; Demo’d, last ceremony -- Retrospective---------ADVANCEDConsider – Scrum Master Review Sprint &amp; Release Burndown
  • Spirit: LearningContext: Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.Quote: Deming (People  process)Now – reviewed 4 Ceremonies, docu’s to manage work  3 Artifacts
  • Product BacklogSprint BacklogBurndown ChartBurndown: Value to be created in Sprint, over timeIdea (Pd &amp; Sp Backlogs): break work down to small chucks – team only focus on 2-4 weeks’ worth
  • Integrating Agile: process  patiencefixed team: ~6+ months gel as team
  • Audience: others?
  • Review Challenges: check-offRemain: ask others in audience - answer
  • Tasks: bite-sized chunks – smaller  easier &amp; more accurate to estimate
  • Adding new team-mates temporarily reduce effectiveness of team (others training/ integrating newbie)Analogy: Cucumber  Pickle in Pickle Jar
  • Product Development using Agile Teams: What? Why? How?

    1. 1. Empowering teams to deliver solutions to toughcustomer problems via collaboration, frequentdelivery and discovery Brad Jeffrey Neiman Adam Yuret Agile Coach Consultant NeīMan Technical Services Context-Driven Agile Brad.Neiman@gmail.com Adam.Yuret@gmail.com
    2. 2. OUTCOME To Empower you to bring Agile to your Product Development Team.05 March 2013 Agile Prod Dev: What? Why? & How? 2
    3. 3. TALKING POINTS  What?  Definition  Road to Agile  Values  Why?  How?  3 Roles  4 Ceremonies  3 Artifacts05 March 2013 Agile Prod Dev: What? Why? & How? 3
    4. 4. 1. Definition 2. Road to Agile 3. Values05 March 2013 Agile Prod Dev: What? Why? & How? 4
    5. 5. Definition Agile: To Effectively deliver Frequent Value  End-User/ Customer,  at a Sustainable Pace,  while Adapting to Change.05 March 2013 Agile Prod Dev: What? Why? & How? 5
    6. 6. Agile-Scrum Process05 March 2013 Agile Prod Dev: What? Why? & How? 6
    7. 7. Road to Agile • Lean Manufacturing  Deming  Toyota Quality (Value) is impossible if people are afraid to tell the truth. – W. Edward Deming • Hirotaka Takeuchi & Ikojuro Nonaka  “The New New Product Development Game”  Harvard Business Review – Jan/Feb 1986  Iterative & Collaborative  Fuji-Xerox, Honda, Canon05 March 2013 Agile Prod Dev: What? Why? & How? 7
    8. 8. AGILE ValuesHIGHER LOWERIndividuals & Interactions processes & toolsWorking product comprehensive documentationCollaboration negotiationResponding to Change following a plan 05 March 2013 Agile Prod Dev: What? Why? & How? 8
    9. 9.  Agile vs. Waterfall05 March 2013 Agile Prod Dev: What? Why? & How? 9
    10. 10. Agile vs. Waterfall ELEMENT AGILE WATERFALL Timing of Delivery Incrementally All at once, at end Risk of Meeting Needs Low High Responsiveness Flexible Stiff Waste Low High Teamwork Collaborative Siloed Atmosphere Exploratory Perfectionist  Deliver & Learn as we go vs. Waiting for Perfection05 March 2013 Agile Prod Dev: What? Why? & How? 10
    11. 11. 1. Practicing • 3 Roles • 4 Ceremonies • 3 Artifacts 2. Path05 March 2013 Agile Prod Dev: What? Why? & How? 11
    12. 12. 3 Roles*ROLE CORE FUNCTION/ PROPERTIESProduct Prioritizer Surrogate/ Connection to End-User & CustomerManager • Prioritize Work • Responsible for Value/ Profitability of Product • Defines FeaturesScrum Master* Facilitator Facilitate team working effectively & disciplined manner • Removes barriers • Shields Team from external InterferencesTEAM Doers Determines how long/ effort to complete work (Stories, Tasks, etc)  actually do work • Cross-functional (7+/-2 members) • Self-organized*NOTE: Scrum Master *must* be a peer to Team – facilitator (alongside), NOT director  allow team to be self-generating. 05 March 2013 Agile Prod Dev: What? Why? & How? 12
    13. 13. 4 CeremoniesCEREMONY FUNCTION CONTEXT/ SPIRITPlanning Priories work to be done in Clarity, Completeness & Feasibility Sprint [Value(End-User)]Stand-Up Check-up on Heart-beat of Communication over Status(“scrum”) projectReview & Demo • Clear – accomplished What’s So • Feedback from End-User/ Customer/ StakeholderRetrospective Continuous Improvement Growth [Vital Few over Trivial Many] 05 March 2013 Agile Prod Dev: What? Why? & How? 13
    14. 14. PLANNING* Spirit: Clarity, Completeness & Feasibility  Timing: Long- vs. Short- term  Estimating: Story vs. Tasks  Story (relative sizing) – def’d by PdM  Task – def’d by Team  Prioritizing05 March 2013 Agile Prod Dev: What? Why? & How? 14
    15. 15. User Story*  AS A <End-User>,  I WOULD LIKE TO <Action>,  SO THAT <Value>05 March 2013 Agile Prod Dev: What? Why? & How? 15
    16. 16. STAND-UP Spirit: Communication over Status Act of standing-up  team: concise & focused Elements:  DONE?  Next?  Slowdowners? (#1)  Sync-Ups?05 March 2013 Agile Prod Dev: What? Why? & How? 16
    17. 17. REVIEW & DEMO* Spirit: What’s So Audience: End-Users, Customers, Stakeholders 1. PdM: presents project 2. Team: demos features “done” to End-User 3. All: discuss Obstacles & Learning 4. Team: show Quality 5. PdM: collects feedback 6. CELEBRATE!05 March 2013 Agile Prod Dev: What? Why? & How? 17
    18. 18. RETROSPECTIVE Spirit: Learning Reflect:  Slowdowners  Improve  Worked Well  Amplify  Learned  Lessons take forward  2-3 Activities/ Experiments  improve: implement & monitor05 March 2013 Agile Prod Dev: What? Why? & How? 18
    19. 19. 3 Artifacts  Product Backlog/ Freezer  Managed by PdM  Sprint Backlog  fixed once Sprint starts*, if new  Prod. Backlog  Burndown Chart  Indicate progress fulfill Sp. Backlog05 March 2013 Agile Prod Dev: What? Why? & How? 19
    20. 20. SUMMARY: 3-4-3  3 Roles  Product manager  Scrum Master  Team  4 Ceremonies  Planning  Stand-Up  Review & Demo  Retrospective  3 Artifacts  Product Backlog  Sprint Backlog  Burndown Chart05 March 2013 Agile Prod Dev: What? Why? & How? 20
    21. 21. End-Game Path People: Individuals  cohesive Team Work: Large Chunks  Single-Piece Flow Delivery Many Sprint  Single Sprint Foundation  Trust & Teamwork  Cross-functional training & working  Support enable Frequent Delivery05 March 2013 Agile Prod Dev: What? Why? & How? 21
    22. 22. FURTHER READINGTITLE AUTHOR(S) USEPlanning eXtreme Beck & Fowler Team Level, Scrum Masters, Product OwnersProgramming (XP)New New Product Takeuchi & Origination of Scrum, article from Harvard Nonaka Business ReviewDevelopment GamePersonal KanBan Benson & Effective methods for managing your own work DeMaria Barry & deep dive into use of KanBan (sign-board)The Goal Goldratt & Cox Fundamentals of Lean through storytellingLean Startup Ries MVP/ search for product fit to customer painInnovator’s Solution Christensen & Process of innovation in organizations RaynorInnovator’s DNA Dyer, Gregersen Behaviors for innovation on personal level & Christensen (inventor CEO of innovative co)80/20 Principle Koch Key to Effectiveness: Focus on Vital Few over Trivial Many 05 March 2013 Agile Prod Dev: What? Why? & How? 22
    23. 23. QUESTIONS? AGILE ValuesHIGHER LOWERIndividuals & Interactions processes & toolsWorking product comprehensive documentationCollaboration negotiationResponding (& Adapting) to Change following a plan 05 March 2013 Agile Prod Dev: What? Why? & How? 23
    24. 24. OUTCOME To Empower you to bring Agile to your Product Development Team.05 March 2013 Agile Prod Dev: What? Why? & How? 24
    25. 25. THANK YOU! Brad Jeffrey Neiman Adam Yuret Agile Coach ?President NeīMan Technical Services Context Driven Agile Brad.Neiman@gmail.com Adam.Yuret@gmail.com05 March 2013 Agile Prod Dev: What? Why? & How? 25
    26. 26. 05 March 2013 Agile Prod Dev: What? Why? & How? 26
    27. 27. PRINCIPLES: 1 of 2# PRINCIPLE DETAIL1 Early & Con’t Highest Priority: satisfy customer  Early & Delivery Continuous Delivery of Valuable S/W2 Harness Change/ Welcome Changing Requirements, even late in Adaption development – Harness Change/ Adaption for Competitive Advantage3 Deliver Freq Deliver Freq working S/W– preference to Shorter Timescale4 Biz + Dev: Work Business + Developers must Work DAILY – DAILY throughout Project5 Motivated Build Projects around Motivated Individuals. Individuals – they Give them Environment & Support they need & Trust them to get Job DONE. Need & Trust6 Face-to-Face Most Efficient & Effective method of conveying Info to & w/in Dev Team is Face-to-Face conversation 05 March 2013 Agile Prod Dev: What? Why? & How? 27
    28. 28. PRINCIPLES: 2 of 2# PRINCIPAL DETAIL7 Working SW Working SW: primary Measure of Progress8 Sustainable Sustainable Dev – Sponsors, Developers & Users – Development able to Maintain Constant Pace Indefinitely9 Tech Excellence & Good Continuous Attn to Tech Excellence & Good Design Design enhances Agility10 Simplicity: Work NOT Simplicity – Art of Max amount of Work NOT done done – essential [“know what to say No to” Islands of Profits in Sea of Red]11 Self-Organized Teams Self-Organized Teams  Best Architectures, Req’s & Designs12 Regular Retrospectives Regular Intervals – Team Reflects: how to become more Effective, then Tunes & Adjusts Behavior Accordingly. [Continuous Improvement] 05 March 2013 Agile Prod Dev: What? Why? & How? 28
    29. 29. 05 March 2013 Agile Prod Dev: What? Why? & How? 29
    30. 30. Scrum Process05 March 2013 Agile Prod Dev: What? Why? & How? 30
    31. 31. PLANNING  Theme of Sprint: establish  Definition of Ready (to plan)  Definition of DONE: Define/ Review  Identify:  Obstacles/ Risks  Dependencies  Conditions of Satisfaction (tests, inspection, et. al.)  Max_Capacity(Team-member): 5 hrs/ day  slack be creative, problem solve, adapt  Tasks: << 16 hours (1~4)05 March 2013 Agile Prod Dev: What? Why? & How? 31
    32. 32. PHASES  TEAM COHESION+PHASE THEME WHEN [months]1. Forming Collection of Individuals 2-32. Storming Disagreement & Competition 4&53. Norming Group Cohesion 6&74. Performing You’ve Got TEAM! • Process  Team: • Stuck • Regress  PATIENCE is ESSENTIAL! 05 March 2013 Agile Prod Dev: What? Why? & How? 32
    33. 33. CHALLENGESFROM TO“Following a Plan” “Converging on Value”“Activity-based” “Feature-based”Estimation=Commitment Estimation: guess – indication for priority of FeaturesBalance high-degree of Uncertainty w/ Needs of BusinessPerceptions of Agile Development 05 March 2013 Agile Prod Dev: What? Why? & How? 33
    34. 34. Challenges of the Sprint Review • Team demonstrates work that is not “Done” • Team has not shown data indicating how they managed themselves • Team does not demonstrate the product from a user/value perspective • Team does not accept feedback well; gets defensive • Product Owner is surprised at Sprint Review • Stakeholders not available for Sprint Review • Team uses powerpoint to demonstrate software functions • Team does not show product quality metrics • Feedback is not going into Product Backlog for consideration • Great review, but nobody knows where the project is05 March 2013 Agile Prod Dev: What? Why? & How? 34
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