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Daniel bill-scrum
 

Daniel bill-scrum

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  • Characteristic of the translationFix time, Sep -> Feb. 13Fix scope, 21 chapter+2 appendixesFix resources, Gang of FourWe like this classic book and believe agile community in China wants it, decide to contribute as volunteers
  • AssumptionsEvery body have access to latest versionThings will go smoothly, Every one will volunteer to sign up what to doWe are good at English and Chinese, good passion for Agile, Enough timeEmail (or Phone call) should me enoughRealitySomebody puts into google doc, somebody puts into subversion, emailActual velocity - One chapter per monthWhat you guys are doing?Less than 10 mails , No phone call
  • Show the spread sheetThe point on Nov 15Central Kanban file to help communicate&coordinate the tasks and what to doAvoid conflictingChapter as unit of workMake sure kanban file reflect the latest statusDone Definition
  • TimeboxWeekly sync meeting on Skypethree questionsIssues & ImpedimentAgreement on common terms such Epic, Theme, StoryHard sentences brainstorm, external dependency of MikeretrospectivePeer PressureLearn from fast feedbackChapter pointWhy only a rough estimate? Each chapter relative within the same rangeJust enough estimateDone DefinitionCheck pointPlanned velocity(1.5 chapter per week)More Commitment
  • In addition to email and weekly meetingWe use Continuous Integration check in comment to communicate, Important part of communicationUpdate burndown when commiting
  • 281 check-ins in total
  • Time to ChangeTrend visualized
  • Chapter Done over Task DoneFinished review, not acceptedBig dropBenefitSmall batch sizeTest early to get more knowledge as early as possibleWe are late – How to meet the deadline?
  • Bill and Daniel started to contributeAgree on 2 reviewer including J & SRole blurred, Real cross-functional team, real collaboration
  • Discovered more workAdded two Chapter pointsInitial releaseWe are late, we want to push to market before Scrum GatheringRelease 10 Chapters firstRelease review of the first 10 Chapters
  • New work: 2 pointsAll partsRelease 10 chapters, Because it is done, we can release anytimeDone Definition: Fix issues( new knowledge), make it better
  • One week late
  • KanbanTask coordinationMeetingWhere we are?Peer PressureLearning pointIssue resolved ASAPFail fast with less costEnable self-organizationProcess issueTask assignment and coordinationHelp each otherChange directionTeam strategy changeCross-functional – two reviewersChange done definitionCI HistoryCommunication and feedback tool - instantEmails as backup
  • Small batch End-to end chaptersBetter measurement of progress leads to more predictability and visibilityMore coordination pointless waiting, less bottleneck leads to faster flowFail fast, lower cost to fix problems, prevent future failuresCan release to publish house anytimeChapter pointJust enough planningCommitmentPeer presureFrequent check pointTimebox as learning point and sync pointBurndown to indicate the ideal vs realityFeel the pressureOnly measure DONE workVisualize the workKanban to visualize all the work to be doneResponsibility is clear
  • Review as early as possibleThe earlier to test, the shorter the feedback loop, the more we learnChapter doneOnly measure done work enforced WIPPrefer done story to sign up new taskEveryone sign up any taskNo bottleneckNo local optimization
  • PO is very happy about the resultPO is not used to new strategyIf every chapter done, then can release to PO to get early feedbackTerms check, common issues check to CI
  • Behavior change technique Kanban, Burndown, Regular check points More self-organizingCommunicationMeans - Weekly meeting, Continuous Integration, EmailsPush modelSpread knowledgeFeedback is goodTest early to get more knowledge, to learnTo communicate knowledge with whole teamSelf-organization is good Common visionLess role distinctionAvoid local optimizationOptimize the queueMore creative on processMore ownership

Daniel bill-scrum Daniel bill-scrum Presentation Transcript

  • AGILE Beyond Software
  • What We Did
    2
  • Who Are We?
    Reviewer
    Daniel Teng, CSM, CSP
    InfoQ Editor
    Reviewer
    Bill Li, Agile Evangelist
    CSM, CSPO, CSP
    Translator
    Jackson Zhang, CSM, CSP
    Translator
    Stone Shi, CSM
    InfoQ Editor
  • Dark age
    4
    Assumptions vs. Reality
  • Time to change – Nov. 15th
    Communication
    Visibility
    Planning and Tracking
    Collaboration & Synchronization
    Quality
    5
  • Kanban
    6
    Worker
    Procedures,
    Done Definition
    Work
  • Burndown
    7
    Check Point
    Unit of Measure
    Timebox
  • Continuous Integration
    8
    Send to everyone
    Message
    Change that made
  • Continuous Integration
    9
    281 in total
  • Big Turning Point
    10
    Already far behind
  • 11
    Why this happened?
  • 12
    Too much work undone
  • 13
    We are still late
  • 14
    Bill/Daniel started developing
  • 15
    Discovered more Work
  • 16
    New Done Definition
    Release 10 chapter first
    New Work
  • 17
    One week late
    More work done
  • How Do We Solve Communication Problem
    Kanban
    Weekly Sync Meeting
    Status
    Commitment
    Impediment
    Retrospective
    Continuous Integration
    Emails
    18
  • How Do We Plan And Track
    Small batch size
    Chapter point
    Commitment based
    Frequent check point
    Visualize the work
    19
  • Rules For Signing Up Tasks
    Review as early as possible
    Prefer chapter done to signing up new task
    Everyone sign up any task
    Make sure Kanban update to date
    20
  • Queue Theory
    Little’s Law for Queuing Theory
    21
    Total Cycle Time = Number of Things in Process
    Average Completion Rate
  • Strategy for Queue
    Limit number of things in process
    Increase average completion rate
    Make task smaller
    Reduce variability
    Arrival
    Process
    More servers for one task queue
    22
  • Small is good
    23
  • Tools We Used
    Spread sheet
    Kanban
    Burndown
    Subversion
    CruiseControl.Net
    Skype
    Email
    24
  • Can We Do Better?
    Educate the Product Owner/More PO involvement
    Release by chapter
    Include automated check to CI

    25
  • What We Learned
    Agile is not only for software
    Many agile practices change human behaviors
    Agile tools help solve people problems
    Key factors of project success
    Ensure communication
    Feedback is good
    Self-organization works well
    Prefer simple tools
    Inspect and adapt
    26
  • Question?
    Bill: bill.li@ScrumChina.comDaniel: tengzhenyu@gmail.com
    Jackson: zbcjackson@gmail.com Stone: choushi@gmail.com
    27
  • 28
    Thanks