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Live it - or leave it! Returning your investment into Agile
 

Live it - or leave it! Returning your investment into Agile

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Keynote at Agile Testing Days Berlin 2013 ...

Keynote at Agile Testing Days Berlin 2013

If you’re involved with software development, there is probably no way you can ignore it anymore: the agile approach. With everyone talking about it, there is a certain pressure to adopt agile methods. This brings with it the danger of introducing a bunch of practices without placing enough emphasis on the two main success factors: continuously improving software and continuously improving teams.

The latter is usually driven more or less automatically by the self-interest of the directly affected individuals – after all, nobody deliberately wants to be inefficient. "Continuously improving software" on the other hand will almost certainly go wrong at first, because trust and feedback are much harder to establish between stakeholders (customers, team) than within a team. This often leads to efficient teams building the wrong product, or, even worse, just investing into iterative delivery without enjoying any of its benefits.

Efficiency is therefore just one component for ensuring a good return on investment when adopting Agile. In this talk, I want to focus on the other part – effectiveness – and how it impacts on the way teams collaborate with their customers. I'll introduce a few techniques (Story Mapping, Specification-By-Example) that support this change and present examples from past projects in the financial and public sector where they proved successful.

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    Live it - or leave it! Returning your investment into Agile Live it - or leave it! Returning your investment into Agile Presentation Transcript

    • Live it – or leave it! Returning your investment into Agile CHRISTIAN HASSA (@CHRISHASSA) WWW.TECHTALK.AT Agile Testing Days 2013, October 30th 2013 1
    • Are we scaling the right thing? Identify, prioritize and select projects Production ready Envision the future The DAD Agile Lifecycle Copyright 2012 – Scott Ambler and Associates 2 Delighted stakeholders
    • The Underpant Gnomes As introduced by Jeff Patton: http://www.infoq.com/presentations/Co-making-Products 3
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    • We’re disconnected from business Identify, prioritize and select projects Envision the Production future ready Delighted stakeholders Phase 1: Collect Underpants Phase 2: Phase 3: ? 6 ? Profit
    • Where’s “Phase 2” in SAFe? M7 Phase 3 7 M8
    • Fixed time, budget, scope – what do we do? If we should happen to step on a mine – What do we do? Well, normal procedure, Lieutenant, is to jump 200 feet into the air, and scatter yourself over a wide area. 8
    • The SAP “Business by Design” disaster • Target 2010:10.000 customers, 1bn/year •Started in 2003 •2-3bn investment •Announced for 2007 • “Merged” with HANA in 2013 •First release only in 2010 •<1000 customers by 2013 •<100 Mio revenue / year 9
    • http://www.youtube.com/watch?v=pvBqaidBP6A “It's the problem that SAP does By Design. By Design would have been long in the market, if somebody else would have done By Design.” “Our customers, for example the large ones, if they want to use By Design as a subsidiary system, they ask for every second feature they find in the [existing SAP] suite.” 10 Hasso Plattner, SAP Co-Founder, 2010
    • Fixed time and budget are NOT the problem – … it’s waiting too long and spending too much before validation! 11
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    • Your job as developers is NOT to develop software, your job is to change the world. - Jeff Patton 17
    • What can we learn from Pinky and the Brain about changing the world? Be prepared that the best laid plans don't work out. 18
    • Your job as tester is NOT to verify software, your job is to verify the world is actually changing (fast enough). 19
    • Scaling TDD to the enterprise break down stakeholders Set a desired business goal break down deliverables Define a desired behavior change Refine strategy 20 Write a failing acceptance test Refine deliverable Measure impact of behavior changes break down units Refine feature Measure impact of deployed system extend system Write a failing unit test Make the test pass Refactor Get feedback on deployable system
    • Impact Maps Keep market share in blockbuster concerts Goal Mobile phone shop users Actors Reduce bounce rate Impacts Deliverables Order blockbuster tickets Introduce mobile platform for concert tickets web shop Static info on blockbuster concerts 21 Increase yearly revenue by 3% Reduce call-center load from blockbuster concerts Customers calling to order by phone Hang-up to order online Announcement for mobile order possibility Order one particular blockbuster concert
    • Influence vs. Control Influence Goal Reduce accidents by 50% at cross-roads Actors Car drivers Impacts Deliverables pay more attention put up stop sign drive slower put up speed limit transform to round-about 22 Control
    • Scaling agile principles Influence Goal Actors Impacts Define roadmap of goals Test Goals and Impacts as early and as often as possible • Scale: what to measure • Meter: how to measure • Range: Benchmark, Constraint, Target Control Deliverables 23 Smaller deliverable slices to production Easier to parallelize Across systems and departments Prioritized with business sponsors
    • Delivering flexible scope Story Maps • Introduced by Jeff Patton • Optimize scope of a deliverable for particular impacts • Provide overview about backlog • Help with collaboration and release planning 24
    • Story Map structure Mobile phone shop user Order blockbuster tickets Static info on blockbuster concerts Order one particular blockbuster concert Tries to buy when sale starts Waits for concert Attends concert Upcoming concert sales Pay by invoice News about concert Print paper ticket Additional artist info Priority Becomes aware of new concert 25 Reduce bounce rate Pay by credit card Validate using NFC Likely order of events
    • Mobile phone shop user Prioritizing slices Order blockbuster tickets Static info on blockbuster concerts Order one particular blockbuster concert Tries to buy when sale starts Waits for concert Attends concert Upcoming concert sales Pay by invoice Omitted steps Manual workarnd Additional artist info Priority Becomes aware of new concert 26 Reduce bounce rate Pay by credit card News about concert Validate Print paper using NFC ticket Likely order of events walking skeleton
    • Mobile phone shop user Slicing for impacts Order blockbuster tickets Static info on blockbuster concerts 27 Tries to buy when sale starts Upcoming concert sales Pay by credit card Order one particular blockbuster concert Pay by invoice Additional artist info Priority Becomes aware of new concert Reduce bounce rate Waits for concert News about concert Attends concert Validate Print paper using NFC ticket Likely order of events
    • Levels of collaboration Stakeholders Project Sponsor Project Lead Impact Maps Product Owner Team Story Maps 28 Other groups that deliver
    • Example: eVoting Nominate candidates Vote and determine results Provision and support 83 48 76 48.2 58 78 55 54 59 60 61 82 80 63 29 49 50 56 52 48.1 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Sprint 1 Nominate candidates Vote and determine results Provision and support 83 48 76 48.2 58 78 55 54 59 60 61 82 80 63 30 49 50 56 52 48.1 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Sprint 2 Nominate candidates Vote and determine results Provision and support 83 48 76 48.2 58 78 55 54 59 60 61 82 80 63 31 49 50 56 52 48.1 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Sprint 3 Nominate candidates Vote and determine results Provision and support 83 48 76 48.2 58 78 55 54 59 60 61 82 80 63 32 49 50 56 52 48.1 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Dropped user stories Nominate candidates Vote and determine results Provision and support 83 48 76 48.2 58 78 55 54 59 60 61 82 80 63 33 49 50 56 52 48.1 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Added user stories Nominate candidates Vote and determine results Provision and support 83 76 48 89 48.2 58 78 55 54 59 60 61 82 80 63 34 49 50 56 90 52 48.1 91 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Sprint 4 Nominate candidates Vote and determine results Provision and support 83 76 48 89 48.2 58 78 55 54 59 60 61 82 80 63 35 49 50 56 90 52 48.1 91 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Flexible scope Nominate candidates Vote and determine results Provision and support 83 76 48 89 48.2 58 78 55 54 59 60 61 82 80 63 36 49 50 56 90 52 48.1 91 36 34 39 38 28 29 32 21 77 17 25 46 44 42 41 15 20 13 8 9 23 11 10
    • Specifications vs. Assumptions Why? Assumption Impact Mapping Feature Injection Goals Impacts 1. Hunt the value: Look at Outputs Deliverables Story Mapping 2. Inject features: From Outputs to Inputs User Activities Epics User Stories Acceptance Criteria Specification-By-Example 3. Find examples: Try to break the model Examples Code Specification How? Easier to define upfront 37 Harder to define upfront
    • Agile Fluency BuildMeasure Learn Impact Mapping Story Mapping 38
    • Books Douglas W. Hubbard How to measure anything 39 Gojko Adzic Impact Mapping
    • Live it – or leave it … • Don’t just focus on delivering larger backlogs with larger teams • Apply principles to next level: focus on impacts and business goals • Elevate your practices: build – measure – learn Visit: www.productownersurvivalcamp.com @chrishassa www.techtalk.at 41