• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Holistic Product Development
 

Holistic Product Development

on

  • 1,046 views

In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about ...

In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?

In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.

This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.

This IS agile development.

Statistics

Views

Total Views
1,046
Views on SlideShare
1,031
Embed Views
15

Actions

Likes
2
Downloads
0
Comments
0

2 Embeds 15

http://speakerrate.com 14
https://twitter.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

CC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Working Software ASAP, Cross-Functional Teams, Emergence
  • Note this is NOT the same as SPEED
  • Note that the definition here aligns with the dictionary definition of Agile, and is NOT about SPEED
  • We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value the items on the left more.
  • We follow these principles:Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.Working software is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to technical excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Point out that the vertical lines on the right-hand (slices) diagram are never straightFor example, Sprint 2 may require the team to go back and refactor code/decisions made in Sprint 1Also, it takes a cross-functional team to do this effectivelyDoes it take smart people to do emergent architecture? No, it takes smart people to develop software
  • We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value the items on the left more.
  • We follow these principles:Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.Working software is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to technical excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • You know, like what ‘Team’ is supposed to mean.
  • We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value the items on the left more.
  • We follow these principles:Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.Working software is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to technical excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Where ACTIVITY formerly meant SEQUENTIAL STEP
  • Emergent Design/Architecture: Following conventions of the original application, which does have some basic layering and use of good, known patterns (MVC, Repositories), negotiating for a “harvest, don’t grow” approach with CC ServiceTesting Pyramid – what’s interesting about the testing pyramid is that it’s not just about testing – yes, it shows that automation has a lot more ROI as you move towards the base, but it also talks about the amount or focus of tests, in a way that CANNOT be achieved without good application design

Holistic Product Development Holistic Product Development Presentation Transcript

  • Cross-Functional Teams + Emergent Design = Holistic Product DevelopmentGary Pedretti, Erik Weber, Pradeepa Narayanaswamy, Dan Piessens
  • Who are we? Gary Pedretti• Solutions Manager in Centare’s Agile Practice• 15 years in the software industry with highly cross-functional experience – DBA, Developer, BA, Application Architect• Scrum: Development Team member, Scrum Master, Coach, Certified Scrum Trainer for Scrum.org• http://blog.GaryPedretti.com/• Twitter: @GaryPedretti• http://www.linkedin.com/in/garypedretti• MCPD 4.0 Web, MCTS 4.0 WCF/Web/Data Access, MCDBA MSSQL 2000, PSM, PSD .NET, PSD Java, CSM, MCPD 3.5 ASP.NET, MCTS 3.5 WCF/ASP.NET/ADO.NET, MCTS SharePoint 2003 Infrastructure, MCPD 2.0 Enterprise, MCTS 2.0 Distributed/Web/Windows, MCSD 1.1, MCAD 1.1, MOUS
  • Who are we? Erik Weber• Solutions Manager in Centare’s Agile Practice• Healthcare, Finance, Green Energy• Huge Conglomerates, Small Employee Owned, Fortune 500• Scrum Coach & Trainer for Scrum.org• Passionate about Agile• Twitter: @ErikJWeber
  • Who are we? Pradeepa Narayanaswamy• Senior Consultant in Centare’s Agile Practice• 12 years in the software industry: Programmer, Analyst, Web Designer, Tester, QAT Lead, Agile Consultant, etc.• Extremely passionate about Agile• Specialized in Agile Testing• LinkedIn: www.linkedin.com/in/pradeepanarayanaswamy/• Twitter: @nPradeepa
  • Who are we? Dan Piessens• Staff Consultant for Centare• Over 12 years of development experience developing and designing software in agile teams• Microsoft Patterns & Practices Champion 2008 through 2013• Twitter: @dpiessens
  • Working Software ASAP, Cross-Functional Teams, EmergenceTHE VISION OF AGILE SOFTWAREDEVELOPMENT
  • What is Agility?ag·ile ˈajəl, -ˈ - jī(-ə)l adjective• 1: marked by ready ability to move with quick easy grace <an agile dancer>• 2: having a quick resourceful and adaptable character <an agile mind>Synonyms: graceful, featly, feline, gracile, light, light-footed (also light-foot), lightsome, lissome (also lissom), lithe, lithesome, nimble, spry http://www.merriam-webster.com/dictionary/agile
  • What is Agility in Software Development?A group of software development methods based oniterative and incremental development, whererequirements and solutions evolve through collaborationbetween self-organizing, cross-functional teams. Itpromotes adaptive planning, evolutionary developmentand delivery, a time-boxed iterative approach, andencourages rapid and flexible response to change. http://en.wikipedia.org/wiki/Agile_software_development
  • Welcome to 1999!
  • The Gold Standard – Working Software ASAP• Allows for faster feedback from real end users, and the ability to respond to that feedback• Aligns with businesses’ concerns – They never cared about “done but not tested” – Must be able to deliver value, earn revenue, etc.• Eliminates the “80% done” phenomenon – You’re never sure you’re done until you are done
  • The Gold Standard – Working Software ASAPAgile Manifesto• “Working software over comprehensive documentation”
  • The Gold Standard – Working Software ASAPThe 12 Principles Behind the Manifesto• “Working software is the primary measure of progress”• “Early and continuous delivery of valuable software”• “Deliver working software frequently”
  • The Gold Standard – How? Slices, Not LayersLayers = delayed value Slices = value every Sprint © 1993 - 2013 Scrum.org, All Rights Reserved
  • What Follows? Cross-Functional Teams• Whatever skills necessary to complete a slice• Coders and testers working together• But also: BAs, UI Designers, UX, Technical Writers, Ops/Infrastructure, DevOps, etc. – all working together
  • Cross-Functional TeamsAgile Manifesto• Individuals and interactions over processes and tools
  • Cross-Functional TeamsThe 12 Principles Behind the Manifesto• “Business people and developers must work together daily throughout the project.”
  • Cross-Functional Teams – How?• An attitude of optimizing for throughput (working software), not capacity (keeping everyone busy in their specialty)• Culture of learning and sharing – moving towards “generalizing specialists”• Attitude: “Whatever it takes to get this done”• Group ownership of product, work, and “done”
  • What Else Follows? Emergence• Admitting that you cannot or will not have all of the requirements up front means that you will learn things along the way• Requirements, Architecture, UI Design, Tests, Documentation – all can emerge
  • EmergenceAgile Manifesto• “Responding to change over following a plan”
  • EmergenceThe 12 Principles Behind the Manifesto• “Welcome changing requirements, even late in development”• “The best architectures, requirements, and designs emerge from self-organizing teams.”
  • Emergence – How?• An Iteration != Mini-Waterfall• Asynchronous execution of all development tasks – no more sequential, phase-gated steps• Each activity is encouraged to inform the others – Testing informs coding, coding informs architecture, analysis informs testing, etc.
  • Peter DeGrace/Jim Rising – Sashimi Process http://www.managedmayhem.com/2009/05/06/agile-software-development-process/
  • Scrum.org PSF Course Requirements• Non Sequential execution is key Design• Everyone pitches in regardless of Code individual skill specialty Test• The Development Team is held to account as a unit © 1993 - 2013 Scrum.org, All Rights Reserved
  • To Do: Validate Credit Card NumbersI want customers’ credit card numbers to be validated sothat they dont have any surprises when orderingproducts.• We accept MasterCard, Visa, and American Express• Should validate length of number as 15 digits• Should validate prefix of number• This validation should be reusable from other applications
  • THE TEAM DEMONSTRATION
  • Observations?
  • Observations?• The team delivered something “done” and shippable!!!• Requirements changed – sometimes they are wrong! Gasp!• New requirements were discovered – but thin-slicing and time pressure resulted in many of them (including the Luhn algorithm) going to the “To Do” list• Time pressure forces people to navigate the grey areas to some reasonable middle ground – Negotiating requirements – “reusable from other applications” requirement was negotiated away from a service, and to something that could be harvested later – Amount of testing that is reasonable – thinking of testing as risk management
  • Observations?Practices:• Emergent Design/Architecture• TDD• BDD Tools (sorry Liz), ATDD (SpecFlow, Gherkin)• Swarming/Pairing – pairing acrossspecialties• Structuring for Testing Pyramid
  • This Happens Without “Role Playing”• Two-minute video…
  • Enough with the What and the HowHOW ABOUT SOME “WHY?”
  • The Gold Standard – Working Software ASAP – Why?• Fast Feedback – Opportunity to respond – Validate assumptions, requirements, value – validate learning• Aligns with business and fosters trust – Delivers value – Earns revenue• Sets an expectation for a single understanding of “done”
  • Cross-Functional Teams – Why?• It’s how we get to working software, ASAP• Systems Thinking and optimizing for throughput, not capacity
  • Emergence – Why?• Requirements will never be – known completely – expressed well – up-to-date• “Requirements = Assumptions” – Jeff Gothelf• We know that we will always learn things along the way
  • Emergence – Why?• If you like predictive project plans, I have a guy for you…
  • Winston Royce Told Us This Was Crazy in 1970!! Managing the Development of Large Software Systems – Dr. Winston W. Royce
  • And He Told Us This Is Still “Risky and Invites Failure”!!! Managing the Development of Large Software Systems – Dr. Winston W. Royce
  • And He Said Reality Looked More Like This Managing the Development of Large Software Systems – Dr. Winston W. Royce
  • Why Not Just Acknowledge This? http://www.managedmayhem.com/2009/05/06/agile-software-development-process/
  • Do this today!CALL TO ACTION
  • Let’s Walk It Backwards This Time• Expect, allow, and foster Emergence• Build Cross-Functional Teams• Get Working Software ASAP
  • Expect, Allow, and Foster Emergence• Communication with the business, requirements, testing, domain knowledge – learn about Behavior Driven Development (BDD) – Liz Keogh http://lizkeogh.com/• Architecture and modeling - http://www.agilemodeling.com/• User Experience (UX) – Lean UX byJeff Gothelf• Automated deployment, CD, DevOps,“Production Hygiene” – The Phoenix Projectby Gene Kim
  • Build Cross-Functional Teams• You’re not pulling people away from their boss or department to put them in “your area”• You’re suggesting the company build teams horizontally across departments, not vertically within departments• Focus on “Competencies, not Roles” – Jeff Gothelf• Just encourage things we already did anyway (Tester <-> BA and Architect <-> Coder connections, etc.)
  • Build Cross-Functional TeamsComplete Cross-Functionality Condescending JerksAll GeneralistsPure Teamwork…at least don’t be a Jerk
  • Get Working Software ASAP• Challenge yourselves – it can be done…in 30 Days or Less• Get cross-functional training for patternsand practices
  • Get Working Software ASAP• What will the challenges be in your organization?• Questions?
  • Thank You!!!• http://blog.GaryPedretti.com/• @GaryPedretti• http://www.linkedin.com/in/garypedretti• Gary.Pedretti@Centare.com