Introduction to Agile Practices
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Introduction to Agile Practices

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An intro to agile slidedeck that was presented at the 2009 ESRI Developers Summit.

An intro to agile slidedeck that was presented at the 2009 ESRI Developers Summit.

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    Introduction to Agile Practices Introduction to Agile Practices Presentation Transcript

    • scrummaster responding change time-box prioritize acceptance burn-down user stories roles servant leader team inspect collaboration planning adoption high value shippable sprint self-organizing Agile Software product owner story points quality working software Development adapt done incremental xp impediments iterative daily stand-up interactions commitment manifesto scrum backlog estimating retrospective velocity release design review testing
    • rusty
    • rusty
    • rusty
    • rusty
    • stressed
    • WTF? stressed
    • WTF? stressed
    • WTF? stressed
    • Name: Rusty’s Project Date: 2/7/2008 COD: Methodology
    • Name: Rusty’s Project Date: 2/7/2008 COD: Methodology
    • Name: Rusty’s Project Date: 2/7/2008 COD: Methodology
    • Name: Rusty’s Project Date: 2/7/2008 COD: Methodology monster.com
    • 35% projects completed on-time, within budget, or delivered on specification The Standish Group, 2006 Chaos Report
    • 31% projects cancelled The Standish Group, 2006 Chaos Report
    • 59¢ software value on the dollar The Standish Group, 2006 Chaos Report
    • 64% features rarely or ever used The Standish Group, 2006 Chaos Report
    • opme acklog manifesto design testing
    • individuals interactions and processes and tools
    • working software comprehensive documentation
    • customer collaboration contract negotiation
    • responding change to following plan a
    • Ag uality incremental iterative commitment
    • iterative development Target
 System
 Project
 Check
the
Fit
 Itera1on
0
 Itera1on
1
 Itera1on
2
 Itera1on
3
 Itera1on
n
 Incep1on
 Establish
Business
 Discovery
 Set
up
Project
 Incremental
delivery
in
/me‐boxed
2
week
itera/ons
 Rela/onship
 Assessment
 Infrastructure

    • incremental delivery Itera1on
 2
Weeks
 Product
 Itera1on
 Product
 Backlog
 Backlog
 Increment

    • view lease spective timating backlog des man test
    • product backlog
    • current iteration current release future releases
    • scrumma prioritize user stories servant leader boration
    • conversation card confirmation
    • conversation card confirmation
    • card As a freq Iw uent ant t flyer o re trip book ! so t a pa hat time I sa st! book ve! ing t rips. !
    • card As a freq Iw uent ant t flyer o re trip book ! so t a pa hat time I sa st! book ve! ing t rips. !
    • conversation card confirmation
    • I WANT THE TOAST TO POP UP WHEN IT’S DONE
    • THAT’S REALLY EXPENSIVE. THE POPPING PART IS EASY —THAT’S JUST A SPRING. BUT KNOWING WHEN THE TOAST IS DONE REQUIRES AN OPTICAL SENSOR—NEW TECHNOLOGY.
    • BUT WHAT ABOUT ALL THOSE OTHER TOASTERS OUT THERE?
    • OH, THEY USE A TIMER. THEY DON’T REALLY KNOW WHEN THE TOAST IS DONE. IT’S A KLUDGE.
    • OUR CUSTOMERS DON’T WANT A SUPER-TOASTER. THEY JUST WANT A REGULAR TOASTER, WITH A TIMER, LIKE EVERYONE ELSE.
    • OH, WELL THAT WON’T BE EXPENSIVE AT ALL. COOL. YEAH, COOL!
    • change rioritize acceptance er stories ervant leader team ation plannin high va g
    • conversation card confirmation
    • confirmation n s ca lyer ent f ! requ tript flyer! nly f past uen ast! O am all kro p k freq 1.  oo o rebs a ebon f save! io A toler t t I ec ant s stha ips.! past wlow io ! I Al p ts p oking mr tch ta 2.  it r ptr as e rbomust dates! m tiw t ip for e t 3.  N p, excep tri
    • acceptance chan team er planning n high value
    • Product A Product B Product C Release 1.0 Release 2.0 Release 3.0 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Task
1
 Task
2
 Task
3
 Task
4
 Task
5
 4
hours
 6
hours
 2
hours
 8
hours
 2
hours

    • Dev and-up ctions release locity review
    • SIZE CALCULATION DURATION VELOCITY = 10 20 ITERATIONS 200 UNITS
    • Effort
 Complexity
 Complexity
 Effort
 Doubt
 Story 1 Doubt
 Effort
 Complexity
 Story 3 Doubt
 Story 2
    • M Effort
 Complexity
 XL Complexity
 Effort
 Doubt
 Story 1 Doubt
 M Effort
 Complexi Story 3 ty
 Dou bt
 Story 2
    • 5 Effort
 Complexity
 10 Complexity
 Effort
 Doubt
 Story 1 Doubt
 5 Effort
 Complexi Story 3 ty
 Dou bt
 Story 2
    • Impediments` daily stand- e interactio t velocity
    • 40
 35
 Mean (Last 8) = 33 30
 Mean (Worst 3) = 28 25
 20
 15
 10
 5
 0
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 Itera/on
 1
 2
 3
 4
 5
 6
 7
 8
 9

    • At our slowest velocity we’ll finish here (3X28) At our average velocity we’ll finish here (3X33)
    • Will Have The line of hope (3X28) Might Have The line of despair (3X33) Won’t Have
    • Ag uality cremental iterative commitment
    • teamcapacity team
member
 capacity
this
itera1on
 Rachel
 46
 Ronica
 60
 Ken
 54
 Mark
 62
 Total
 222

    • storyone Task
 Es1mate
 Owner
 Code
the
UI
 6
 Ronica
 Code
the
middle
/er
 8
 Rachel
 Create
and
automate
 4
 Mark
 tests

    • “can we commit to this?” 70
 60
 50
 40
 30
 20
 10
 0
 Rachel
 Ken
 Ronica
 Mark

    • storytwo task
 es1mate
 owner
 Code
the
UI
 12
 Ronica
 Code
the
middle
/er
 5
 Rachel
 Create
and
automate
 6
 Mark
 tests

    • “can we commit to this?” 70
 60
 50
 40
 30
 20
 10
 0
 Rachel
 Ken
 Ronica
 Mark

    • …storynine Task
 Es1mate
 Owner
 Code
the
UI
 8
 Ronica
 Code
the
middle
/er
 6
 Rachel
 Create
and
automate
 3
 Mark
 tests

    • “can we commit to this?” 70
 60
 50
 40
 30
 20
 10
 0
 Rachel
 Ken
 Ronica
 Mark

    • storyten Task
 Es1mate
 Owner
 Code
the
UI
 8
 Ronica
 Code
the
middle
/er
 6
 Rachel
 Create
and
automate
 3
 Mark
 tests

    • “can we commit to this?” 70
 60
 50
 40
 30
 20
 10
 0
 Rachel
 Ken
 Ronica
 Mark

    • go!
    • analysis
    • analysis design
    • design analysis code
    • design analysis code test
    • design analysis code test document
    • ile Soft adapt done daily stand-up ents interactions
    • What did you work on yesterday? What are you working on today? Do you have any impediments?
    • Softw apt done D stand-up
    • done… done.
    • analysis design coding testing document user acceptance pilot live
    • analysis design coding testing document user acceptance pilot live
    • analysis design coding testing document user acceptance pilot live
    • analysis design coding testing document user acceptance pilot live
    • c adoption shippable ile So
    • potentially shippable
    • potentially shippable = shippable
    • high quality tested complete done
    • manifesto estimating backlog retrospective ease design view testing
    • inspect adapt and
    • time-b respo roles spect colla ion
    • scrum master
    • product owner
    • team the
    • Role
 Monday
 Tuesday
 Wednesday
 Thursday
 Friday
 Developer
 Planning/ Coding
 Coding/ Coding/ Coding/ Coding
 Defect
Fixes
 Defect
Fixes
 Defect
Fixes
 QA/Tester
 Planning/ Wri/ng
UAT
 QA/Tes/ng
 QA/Tes/ng
 QA/Tes/ng
 Wri/ng
UAT
 ScrumMaster
 Facilitate
 Impediment
 Impediment
 Impediment
 Impediment
 Planning
 resolu/on
 resolu/on
 resolu/on
 resolu/on
 Product
 Par/cipate
in
 Stakeholder
 Stakeholder
 Stakeholder
 Stakeholder
 Owner
 Planning
 feedback
 feedback
 feedback
 feedback

    • Role
 Monday
 Tuesday
 Wednesday
 Thursday
 Friday
 Developer
 Coding/ Coding/ Defect
Fixes/ Defect
Fixes/ Defect
Fixes/ Defect
Fixes
 Defect
Fixes
 Design/Story
 Design/Story
 Review/ Development
 Development
 Retrospec/ve
 QA/Tester
 QA/Tes/ng
 QA/Tes/ng
 QA/Tes/ng
 QA/Tes/ng/
 Final
UAT/ Accpetance
 Review/ Criteria
 Retrospec/ve
 ScrumMaster
 Impediment
 Impediment
 Impediment
 Impediment
 Facilitate
 resolu/on/ resolu/on/ resolu/on/ resolu/on/ Review/ Look
ahead
 Refine
stories
 Refine
stories
 Acceptance
 Retrospec/ve
 criteria
 Product
 Look
ahead/ Refine
 Refine
 Acceptance
 Final
UAT/ Owner
 Acceptance
 stories/ stories/ criteria/ Par/cipate
in
 tes/ng
 Acceptance
 Acceptance
 Acceptance
 Review/ tes/ng
 tes/ng
 tes/ng
 Retrospec/ve

    • product owner building the right code versus building the code right the team
    • scrummaste responding time-box change prioritize user stories roles servant leader ect collaboration self-organizing
    • inspe burn- adoption shippable gile Soft
    • 88% increased productivity Agile Methodologies: Survey Results, by Shine Technologies, 2003

    • 93% increased quality Agile Methodologies: Survey Results, by Shine Technologies, 2003

    • 83% increased stakeholder satisfaction Agile Methodologies: Survey Results, by Shine Technologies, 2003

    • 49% reduction in costs Agile Methodologies: Survey Results, by Shine Technologies, 2003

    • 100
 80
 50
 9
 60
 10
 40
 4
 6
 50
 50
 20
 25
 0
 CMMI
1
 CMMI
5
 SCRUM
 WORK
 REWORK
 PROCESS
 Sutherland,
J.,
C.
Jacobson,
et
al.
(2007).
Scrum
and
CMMI
Level
5:
A
 Magic
Po/on
for
Code
Warriors!
Agile
2007,
Washington,
D.C.,
IEEE.

    • time 100 market to Time to Market (Months) .

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 10 Home
Away
 ects
 .
 .
 l
Proj ona Tradi/ BMC
 CNET
 Moody’s
 Accuro
Healthcare
 1 1 10 100 1000 User Stories, Code (KSLOC) QSMA Slim Database Study, 2008
    • welcome to mainstream the the world is here innovators pragmatists conservatives laggards
    • agile adoption 73% 31% GIS the world Dr. Dobb’s Journal, Scott Ambler Agile Adoption Survey, 2008 GeoScrum Agile Adoption in GIS Survey, 2008
    • gis the help cross chasm the world is here GIS is here innovators pragmatists conservatives laggards
    • scrummaster responding change time-box prioritize acceptance user stories burn-down roles servant leader team inspect collaboration planning adoption high value self-organizing shippable sprint product owner chris spagnuolo story points quality working software adapt done incremental rally software xp impediments iterative daily stand-up interactions commitment manifesto scrum backlog release velocity estimating retrospective www.rallydev.com review testing