Introduction to Agile                                                                Scrum, kanban & scrumban             ...
WHO                                                                                                                     AM...
What do                you                 Expect ?                            3diumenge 29 d’abril de 12
GROUND    RULES                  Change order     Interrupt as                                     needed                 ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
COMMON      PROBLEMS      (SACWIS Implementation)                                                      Florida            ...
VICIOUS    CIRCLE Rings a bell? :)                                     Unsatisfied client                Late deliveries   ...
VICIOUS    CIRCLE Rings a bell? :)                                     Unsatisfied client                Late deliveries   ...
AG·ILE                                    - adjective                            Quick and well-coordinated               ...
CUSTOMER                            1   COLLABORATION                                over contract negotiation    AGILE   ...
CUSTOMER                            1   COLLABORATION                                over contract negotiation    AGILE   ...
CUSTOMER                            1   COLLABORATION                                over contract negotiation    AGILE   ...
CUSTOMER                            1   COLLABORATION                                over contract negotiation    AGILE   ...
1                                 DELIVER SOFTWARE                            2                                 EMBRACE CH...
1                                DELIVER SOFTWARE                                                   10diumenge 29 d’abril ...
1                                DELIVER SOFTWARE      WATERFALL                                                   10diume...
1                                DELIVER SOFTWARE      WATERFALL                                                   10diume...
1                                DELIVER SOFTWARE      WATERFALL                                                   10diume...
1                                DELIVER SOFTWARE      WATERFALL                                                   10diume...
1                                DELIVER SOFTWARE      WATERFALL    AGILE                                                 ...
1                                DELIVER SOFTWARE      WATERFALL    AGILE                                                 ...
1                                DELIVER SOFTWARE      WATERFALL    AGILE                                                 ...
1                                DELIVER SOFTWARE      WATERFALL    AGILE                                                 ...
AGILE    PRINCIPLES                            2                                EMBRACE CHANGE                            ...
FEAR OF                  CHANGE                              12diumenge 29 d’abril de 12
FEAR OF                  CHANGE                              13diumenge 29 d’abril de 12
AGILE            PRINCIPLES                            2                                EMBRACE CHANGE                    ...
AGILE            PRINCIPLES                            2                            3                                EMBRA...
AGILE            PRINCIPLES                                                        2                                      ...
AGILE            PRINCIPLES                            15diumenge 29 d’abril de 12
AGILE            PRINCIPLES         Increase adaptability                     Plan           Develop                      ...
AGILE            PRINCIPLES         Increase adaptability                       Reduce risk                     Plan      ...
AGILE            PRINCIPLES                         3                                                     SHOW OFTEN      ...
AGILE            PRINCIPLES                            16diumenge 29 d’abril de 12
AGILE            PRINCIPLES      3                                SHOW OFTEN                                             1...
4                                WORK TOGETHER    AGILE    PRINCIPLES                                                17diu...
4                                WORK TOGETHER    AGILE    PRINCIPLES                                 How the customer    ...
AGILE    PRINCIPLES                            5                                PROVIDE ENVIRONMENT                       ...
6                                   CHAT FACE-to-FACE                                  MORE EFFECTIVE    AGILE    PRINCIPL...
7                                               MINIMIZE WASTE                                                  #1       P...
RESULTS ≠ TIME              Focus on results, minimize waste, be brave, learn from failure                                ...
8                                MAINTAIN PACE                            Maximum    AGILE    PRINCIPLES                  ...
AGILE                   9                                SEEK TECH EXCELLENCE    PRINCIPLES                               ...
AGILE                   9                                SEEK TECH EXCELLENCE    PRINCIPLES                               ...
10                                 LOVE SIMPLICITY          “Perfect is the          enemy of good”                       ...
10                                 LOVE SIMPLICITY                                                   25diumenge 29 d’abril...
10                                 LOVE SIMPLICITY                                                   25diumenge 29 d’abril...
10                                 LOVE SIMPLICITY                                                   25diumenge 29 d’abril...
AGILE                   11                                 SELF-ORGANIZE TEAMS    PRINCIPLES                              ...
AGILE                   12                                 IMPROVE CONTINUOUSLY    PRINCIPLES                             ...
1                                 DELIVER SOFTWARE                            2                                 EMBRACE CH...
J-CURVE                            EFFECT Performance                                                                     ...
J-CURVE                            EFFECT Performance                                                                     ...
J-CURVE                            EFFECT Performance                                                                     ...
J-CURVE                            EFFECT Performance                                                                     ...
J-CURVE                            EFFECT Performance                                                                     ...
J-CURVE                            EFFECT Performance                                                                     ...
30diumenge 29 d’abril de 12
Had not experienced            a failed project                                31diumenge 29 d’abril de 12
32diumenge 29 d’abril de 12
33diumenge 29 d’abril de 12
SCRUM                            33diumenge 29 d’abril de 12
SCRUM   DEFINITION                            33diumenge 29 d’abril de 12
SCRUM                     iterative, incremental methodology                            for project management often seen ...
SCRUM                                      iterative, incremental methodology                                             ...
GROUND  RULES     “ Change is the                  only constant                            Tao Principle   ”             ...
GROUND  RULES                  Scrum roles, artifacts, events                  and rules are immutable               - Why...
GROUND  RULES                  Shared goals and responsibilities           Daily standup, daily communication, daily invol...
GROUND  RULES                      All team members’ role is “team member”,                      no sub-teams dedicated to...
GROUND  RULES                      Full time team members         - Sorry, I can’t help you, I’m working on something else...
GROUND  RULES                      Avoid paralellization                             - Everything is important            ...
GROUND  RULES                            Bueno, Bonito, Barato: Choose two of them                                        ...
GROUND  RULES                      Fixed                                          Scope                                   ...
GROUND  RULES                      Fixed                                          Scope      Time               Cost      ...
TIME  BOX                            41diumenge 29 d’abril de 12
TIME  BOX Traditional                            Estimated                                Real                            ...
TIME  BOX Traditional                            Estimated                                Real                            ...
TIME  BOX Traditional                            Estimated                                Real    Ouch!                   ...
TIME  BOX Traditional                            Estimated                                Real    Ouch!                   ...
TIME  BOX Traditional                            Estimated                                Real    Ouch!                   ...
TIME  BOX Traditional                            Estimated                                Real    Ouch!                   ...
TIME  BOX Traditional                            Estimated                                Real                  Ouch!     ...
TIME  BOX Traditional                            Estimated                                Real                    Ouch!   ...
TIME  BOX Traditional                            Estimated                                Real                    Ouch!   ...
SCRUM    OVERVIEW                            Roles   Artifacts   Meetings                                                 ...
SCRUM    ROLES                            1   PRODUCT OWNER                                the voice of the customer      ...
SCRUM  TEAMS                                             Team         Prod. Owner                               #*#       ...
AUTONOMOUS    TEAMS                            Group of individuals working in concert                            toward s...
PRODUCT OWNER              ROLE      Seats in the driver’s seat, prioritize what to do and      knows when the software sh...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
PRODUCT OWNER              ROLE   Seats in the driver’s seat, prioritize what to do and   knows when the software should b...
DEVELOPER!                   Writes code *sigh*                                                           ROLE            ...
DEVELOPER!                            ROLE                                   48diumenge 29 d’abril de 12
TECH LEAD       Focused on the output, not the process.       Helps in the process of converting ideas to                 ...
TECH LEAD       Focused on the output, not the process.       Helps in the process of converting ideas to                 ...
TECH LEAD       Focused on the output, not the process.       Helps in the process of converting ideas to                 ...
TECH LEAD       Focused on the output, not the process.       Helps in the process of converting ideas to                 ...
SCRUM MASTER                       ROLE           Focused on the methodology, the           people and the team improvemen...
for SCRUM MASTERS                                                51diumenge 29 d’abril de 12
The SM observes the world but trusts his inner vision.                The SM allows things to happen. He allows things to ...
TEST ENGINEER             Testing is not a phase. ROLE             Development = testing + coding                         ...
TEST ENGINEER             Testing is not a phase. ROLE             Development = testing + coding                         ...
TEST ENGINEER             Testing is not a phase. ROLE             Development = testing + coding                         ...
AGILE    QA QA is not a phase, its a state of mind     If it is not tested it is not done-done                      Progra...
SCRUM    ARTIFACTS                            1   PRODUCT BACKLOG                                a prioritized features li...
PRODUCT    BACKLOG                                                                            As
  a
 who                                         I
 w     ant
 w                                                       hat,                                                 so          ...
 that
 why                Prioritized  estimated stack of user stories                                                          ...
DEEP    BACKLOG                            Detailed appropriately                            E                            ...
DETAILED                             APPROPRIATELY                             More estimation errors     MANY            ...
DEEP    BACKLOG               Horizon          Product Backlog    Details                    Priority              First	 ...
DASHBOARD                                                                             Design          Code             Tes...
BURN                          DOWN  Estimated effort left                            Ide                               al ...
BURN                          DOWN  Estimated effort left                                       Ide                       ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
BURN                          DOWN  Estimated effort left                                 Days                            ...
SCRUM    MEETINGS                            1   DAILY STANDUP                                what I did, what I’ll do tod...
SPRINT    SCHEDULE               Day1         Day 2   Day 3   Day 4     Day 5      Planning (3h)         Work!   Work!   W...
DAILY    STANDUP                                                       Who?                            When?              ...
SPRINT    PLANNING                                        Who?                            When?               Scrum master...
SPRINT    PLANNING                                                    Who?                            When?               ...
ESTIMATION    GAMES          Dish washing      Ironing          Dog walking       Oven cleaning          Lawn mowing      ...
PLANNING    POKER Without poker planning                                 3                                           12   ...
PLANNING    POKER Without poker planning                                 3                                           12   ...
PLANNING    POKER Without poker planning                                 3                                                ...
PLANNING    POKER                                 3                13                                                8    ...
PLANNING    POKER                                 3                13                                                8    ...
PLANNING    POKER                                 3                            #                     13                   ...
PLANNING    POKER                                     I think it’s a 3 because...                                 3       ...
PLANNING    POKER                                     I think it’s a 3 because...                                 3       ...
PLANNING    POKER                                     I think it’s a 3 because...                                 3       ...
PLANNING    POKER                                                                                        Convergence!     ...
PLANNING    POKER                                                                                        Convergence!     ...
PLANNING    POKER                            75diumenge 29 d’abril de 12
SPRINT    DEMO                           (a.k.a. sprint review)                                                           ...
SPRINT    RETROSPECTIVE                                                          Who?                            When?    ...
SPRINT    RETROSPECTIVE                                                          Who?                            When?    ...
Don’t give                            opinions on                            other’s work.                                ...
RETROSPECTIVE    PRIME DIRECTIVE                            Regardless of what we discover, we                            ...
RETROSPECTIVE    WHAT DO WE TALK ABOUT?         What helped me in my work?         What hindered my performance?         W...
RETROSPECTIVE    WHAT DO WE TALK ABOUT?         What helped me in my work?         What hindered my performance?          ...
RETROSPECTIVE    HOW TO SAY IT?                        1   FACT DESCRIPTIONS                            not evaluations of...
GROOMING                                        MEETING                            Why?          Make backlog DEEP        ...
GROOMING                                        MEETING                            Why?          Make backlog DEEP        ...
ESTIMATION    GAME 1/5                                                       Backlog                   ser
 ser
 ry oryy y                  U U to st r r
                                   U
 sopr
 
 cEpiosy o
 EeUsst
 r t                                                                r i
  try                                                       oUserrsero c                    UorrI
 ootaooeiaEpic                                                       se
 
 der
 Er
 c                                                                                                                        ...
 Id pi                                                                                                                    ...
Upcoming SlideShare
Loading in...5
×

InfoJobs Agile

1,327

Published on

Introduction to the Agile methods used at InfoJobs. Description of the Agile manifesto and principles. Overview of Scrum, kanban and scrumban as used at InfoJobs.

Published in: Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,327
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
41
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

InfoJobs Agile

  1. 1. Introduction to Agile Scrum, kanban & scrumban InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 1diumenge 29 d’abril de 12
  2. 2. WHO AM  I? hp://www.infojobs.net/ gabriel-­‐prat-­‐masramon.prf hp://www.slideshare.net/ gabriprat/infojobs-­‐agile InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12
  3. 3. What do you Expect ? 3diumenge 29 d’abril de 12
  4. 4. GROUND RULES Change order Interrupt as needed Control Add topics schedule 4diumenge 29 d’abril de 12
  5. 5. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget Scheduled dura3on Staff Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  6. 6. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M Scheduled 8  years dura3on Staff 109  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  7. 7. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M Scheduled 8  years 1  year dura3on Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  8. 8. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  9. 9. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  10. 10. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  11. 11. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M 200x Scheduled productivity!ear 8  years 1  y dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  12. 12. VICIOUS CIRCLE Rings a bell? :) Unsatisfied client Late deliveries Rush Bugs & rework Low quality 6diumenge 29 d’abril de 12
  13. 13. VICIOUS CIRCLE Rings a bell? :) Unsatisfied client Late deliveries Rush Demotivation + never ending project Bugs & rework Low quality 6diumenge 29 d’abril de 12
  14. 14. AG·ILE - adjective Quick and well-coordinated in movement; lithe. 7diumenge 29 d’abril de 12
  15. 15. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO 8diumenge 29 d’abril de 12
  16. 16. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools 8diumenge 29 d’abril de 12
  17. 17. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools RESPONDING to 3 CHANGE over following a plan 8diumenge 29 d’abril de 12
  18. 18. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools RESPONDING to 3 CHANGE over following a plan WORKING 4 SOFTWARE over full documentation 8diumenge 29 d’abril de 12
  19. 19. 1 DELIVER SOFTWARE 2 EMBRACE CHANGE 3 SHOW OFTEN AGILE PRINCIPLES 4 WORK TOGETHER 5 PROVIDE ENVIRONMENT 6 CHAT FACE-to-FACE 7 MINIMIZE WASTE 8 MAINTAIN PACE 9 SEEK TECH EXCELLENCE 10 LOVE SIMPLICITY 11 SELF-ORGANIZE TEAMS 12 IMPROVE CONTINUOUSLY 9diumenge 29 d’abril de 12
  20. 20. 1 DELIVER SOFTWARE 10diumenge 29 d’abril de 12
  21. 21. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  22. 22. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  23. 23. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  24. 24. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  25. 25. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  26. 26. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  27. 27. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  28. 28. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  29. 29. AGILE PRINCIPLES 2 EMBRACE CHANGE 11diumenge 29 d’abril de 12
  30. 30. FEAR OF CHANGE 12diumenge 29 d’abril de 12
  31. 31. FEAR OF CHANGE 13diumenge 29 d’abril de 12
  32. 32. AGILE PRINCIPLES 2 EMBRACE CHANGE 14diumenge 29 d’abril de 12
  33. 33. AGILE PRINCIPLES 2 3 EMBRACE CHANGE SHOW OFTEN 14diumenge 29 d’abril de 12
  34. 34. AGILE PRINCIPLES 2 3 EMBRACE CHANGE SHOW OFTEN http://www.slideshare.net/jallspaw/ops-metametrics-the-currency-you-pay-for-change 14diumenge 29 d’abril de 12
  35. 35. AGILE PRINCIPLES 15diumenge 29 d’abril de 12
  36. 36. AGILE PRINCIPLES Increase adaptability Plan Develop User feedback 15diumenge 29 d’abril de 12
  37. 37. AGILE PRINCIPLES Increase adaptability Reduce risk Plan Develop Risk User feedback Release size 15diumenge 29 d’abril de 12
  38. 38. AGILE PRINCIPLES 3 SHOW OFTEN Increase adaptability Reduce risk Plan Develop Risk User feedback Release size 15diumenge 29 d’abril de 12
  39. 39. AGILE PRINCIPLES 16diumenge 29 d’abril de 12
  40. 40. AGILE PRINCIPLES 3 SHOW OFTEN 16diumenge 29 d’abril de 12
  41. 41. 4 WORK TOGETHER AGILE PRINCIPLES 17diumenge 29 d’abril de 12
  42. 42. 4 WORK TOGETHER AGILE PRINCIPLES How the customer How the project How the analyst explained it manager understood it designed it How the programmer How pathes were What the customer wrote it applied really needed 17diumenge 29 d’abril de 12
  43. 43. AGILE PRINCIPLES 5 PROVIDE ENVIRONMENT 18diumenge 29 d’abril de 12
  44. 44. 6 CHAT FACE-to-FACE MORE EFFECTIVE AGILE PRINCIPLES Chat with whiteboard Effectiveness of communication Chat face to face Videoconference Telephone Email Doc LESS EFFECTIVE http://en.wikipedia.org/wiki/Media_richness_theory 19diumenge 29 d’abril de 12
  45. 45. 7 MINIMIZE WASTE #1 Partially Done Work AGILE PRINCIPLES #2 Extra Features #3 Relearning #4 Handoffs #5 Delays #6 Task Switching #7 Defects http://agile.dzone.com/articles/seven-wastes-software Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006. 20diumenge 29 d’abril de 12
  46. 46. RESULTS ≠ TIME Focus on results, minimize waste, be brave, learn from failure 21diumenge 29 d’abril de 12
  47. 47. 8 MAINTAIN PACE Maximum AGILE PRINCIPLES Capacity Sustainable pace No work 22diumenge 29 d’abril de 12
  48. 48. AGILE 9 SEEK TECH EXCELLENCE PRINCIPLES Automate test Write docs Refactor... Because We don’t... Because We don’t have time 23diumenge 29 d’abril de 12
  49. 49. AGILE 9 SEEK TECH EXCELLENCE PRINCIPLES Automate test Write docs Refactor... Because We don’t... Because We don’t have time 23diumenge 29 d’abril de 12
  50. 50. 10 LOVE SIMPLICITY “Perfect is the enemy of good” Voltaire 24diumenge 29 d’abril de 12
  51. 51. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  52. 52. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  53. 53. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  54. 54. AGILE 11 SELF-ORGANIZE TEAMS PRINCIPLES 26diumenge 29 d’abril de 12
  55. 55. AGILE 12 IMPROVE CONTINUOUSLY PRINCIPLES Kay = Change Zen = Good Kayzen = Continuous improvement 27diumenge 29 d’abril de 12
  56. 56. 1 DELIVER SOFTWARE 2 EMBRACE CHANGE 3 SHOW OFTEN AGILE PRINCIPLES 4 WORK TOGETHER 5 PROVIDE ENVIRONMENT 6 CHAT FACE-to-FACE 7 MINIMIZE WASTE 8 MAINTAIN PACE 9 SEEK TECH EXCELLENCE 10 LOVE SIMPLICITY 11 SELF-ORGANIZE TEAMS 12 IMPROVE CONTINUOUSLY 28diumenge 29 d’abril de 12
  57. 57. J-CURVE EFFECT Performance Desired state Current state Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  58. 58. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  59. 59. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  60. 60. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  61. 61. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  62. 62. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  63. 63. 30diumenge 29 d’abril de 12
  64. 64. Had not experienced a failed project 31diumenge 29 d’abril de 12
  65. 65. 32diumenge 29 d’abril de 12
  66. 66. 33diumenge 29 d’abril de 12
  67. 67. SCRUM 33diumenge 29 d’abril de 12
  68. 68. SCRUM DEFINITION 33diumenge 29 d’abril de 12
  69. 69. SCRUM iterative, incremental methodology for project management often seen DEFINITION in agile software development. 33diumenge 29 d’abril de 12
  70. 70. SCRUM iterative, incremental methodology for project management often seen DEFINITION in agile software development. Daily scrum meeting 24 hours Shippable Sprint product Product backlog 2 weeks backlog 33diumenge 29 d’abril de 12
  71. 71. GROUND RULES “ Change is the only constant Tao Principle ” “ fail faster to succeed sooner ” David Kelley, CEO Ideo 34diumenge 29 d’abril de 12
  72. 72. GROUND RULES Scrum roles, artifacts, events and rules are immutable - Why should we change? The old ways were good enough 35diumenge 29 d’abril de 12
  73. 73. GROUND RULES Shared goals and responsibilities Daily standup, daily communication, daily involvement 36diumenge 29 d’abril de 12
  74. 74. GROUND RULES All team members’ role is “team member”, no sub-teams dedicated to specific domains - We have a bottle neck in the XXX phase - How may I help you today? 37diumenge 29 d’abril de 12
  75. 75. GROUND RULES Full time team members - Sorry, I can’t help you, I’m working on something else - Make everything visible! Look at the whiteboard 38diumenge 29 d’abril de 12
  76. 76. GROUND RULES Avoid paralellization - Everything is important 39diumenge 29 d’abril de 12
  77. 77. GROUND RULES Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  78. 78. GROUND RULES Fixed Scope Traditional Estimated Cost Time Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  79. 79. GROUND RULES Fixed Scope Time Cost Agile! Traditional Estimated Cost Time Scope Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  80. 80. TIME BOX 41diumenge 29 d’abril de 12
  81. 81. TIME BOX Traditional Estimated Real 41diumenge 29 d’abril de 12
  82. 82. TIME BOX Traditional Estimated Real 41diumenge 29 d’abril de 12
  83. 83. TIME BOX Traditional Estimated Real Ouch! 41diumenge 29 d’abril de 12
  84. 84. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  85. 85. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  86. 86. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  87. 87. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real Continuous improvement Replan 42diumenge 29 d’abril de 12
  88. 88. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Working software! Real Early & continuous delivery Replan R1.0 42diumenge 29 d’abril de 12
  89. 89. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real Replan R1.0 R2.0 42diumenge 29 d’abril de 12
  90. 90. SCRUM OVERVIEW Roles Artifacts Meetings 43diumenge 29 d’abril de 12
  91. 91. SCRUM ROLES 1 PRODUCT OWNER the voice of the customer 2 TEAM MEMBER deliver the product 3 SCRUM MASTER facilitator, mentor, coach 4 EXTERNAL EXPERTS consultants, assessors, auditors 44diumenge 29 d’abril de 12
  92. 92. SCRUM TEAMS Team Prod. Owner #*# ?" ?" Tech Lead Test engineers Int. designer Visual Interface Scrum Master designer #" #" #" <># Developers Front-end dev. ?*# QA Lead 45diumenge 29 d’abril de 12
  93. 93. AUTONOMOUS TEAMS Group of individuals working in concert toward shared specific goals without the direct influence of an outside party They (so not their Capaple of doing Self- managers) decide the work end-to- Competent how to meet goals end to meet goals organized Acknowledgment Composed by Multi- and assumption of Accountable members from responsibility about disciplinar multiple goal achievement departments 46diumenge 29 d’abril de 12
  94. 94. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped 47diumenge 29 d’abril de 12
  95. 95. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped 47diumenge 29 d’abril de 12
  96. 96. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be the team 47diumenge 29 d’abril de 12
  97. 97. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be the team Thousands of clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  98. 98. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be Product the team owner. Thousands of clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  99. 99. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be Product the team owner. The brave Thousands of gatekeeper. clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  100. 100. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. 47diumenge 29 d’abril de 12
  101. 101. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. ✓ Responsible for delivering the maximum value to the company. ✓ Must be up to date of the sprint status ✓ Responsible for having good user stories from the PM on time having the client’s ok before the sprint planning 47diumenge 29 d’abril de 12
  102. 102. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. 47diumenge 29 d’abril de 12
  103. 103. DEVELOPER! Writes code *sigh* ROLE Designs software architecture Don’t let the team build a Rube Goldberg machine Co-responsible for the team’s output "With great power there must also come -- great responsibility!" Stan Lee - Amazing Fantasy #15 (First Spider-Man story) "To whom much has been given, much will be expected" Jesus - Luke 12:48 48diumenge 29 d’abril de 12
  104. 104. DEVELOPER! ROLE 48diumenge 29 d’abril de 12
  105. 105. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. 49diumenge 29 d’abril de 12
  106. 106. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Leading scrum meetings Do’s Remove technical impediments Manage team’s technical skills Write code. Write a lot of code Create interactive environment 49diumenge 29 d’abril de 12
  107. 107. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Be the only responsible Leading scrum meetings Don’ts Make the hard decisions alone Do’s Remove technical impediments Impose his opinion Manage team’s technical skills Be the best at everything Write code. Write a lot of code Write all the hard code Create interactive environment 49diumenge 29 d’abril de 12
  108. 108. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Be the only responsible Leading scrum meetings Don’ts Make the hard decisions alone Do’s Remove technical impediments Impose his opinion Manage team’s technical skills Be the best at everything Write code. Write a lot of code Write all the hard code Create interactive environment http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.html http://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/ http://www.magpiebrain.com/2006/09/12/a-tech-lead-manifesto/ 49diumenge 29 d’abril de 12
  109. 109. SCRUM MASTER ROLE Focused on the methodology, the people and the team improvement, not the output of the current sprint. Care for all the people in team (Train the team to) Remove impediments Have management authority Don’ts Do’s Commits to work on behalf of Make retrospective the team enhancements happen Need to be a developer Have the best people skills Be the only one concerned about people’s feelings Protects team against interruptions. 50diumenge 29 d’abril de 12
  110. 110. for SCRUM MASTERS 51diumenge 29 d’abril de 12
  111. 111. The SM observes the world but trusts his inner vision. The SM allows things to happen. He allows things to come and go He shapes events as they come. His heart is open as the sky. (12) He steps out of the ways and let the design speak for itself. (45) The SM doesnt talk, he acts. The SM gives himself up to whatever the moment brings. When this is done, the team says, He knows that he is going to leave, "Amazing: we did it, all by ourselves!" (17) he has nothing left to hold on to: no illusions, no resistance in mind. He holds nothing back from the project, therefore is ready for departure, as a man is ready for sleep after a good days work. (50) When the SM leads, the team is hardly aware that he exists. Next best is a leader that is loved. Next, one who is feared. The great way is easy, yet developers prefer the side paths. The worst one who is despised. (17) Be aware when things are out of balance. Remain centered within the design. (53) A good traveler has no fixed plans and isn’t intent upon arriving. A good artist lets his intuition lead him wherever it wants. The SMs power is like this. A good scientist has freed himself of concepts He let all things come and go effortlessly, without desire. and keeps his mind open to what is. He never expect results; thus he is never disappointed. Thus the SM is available to everybody and doesnt reject anyone. He is never disappointed, thus his spirit never grows old. (55) He is ready to use all situations and does not waste anything. (27) Those who don’t have a clue are still debating about the process Therefore the SM controls without authority. Those who know, just do it. (56) Working, yet not taking credit. Work is done, then forgotten. Therefore it lasts forever. (2) SM is content to serve as an example and not to impose his will. He is pointed, but doesnt pierce. Straightforward, but supple. When the process is lost, there is good practice. Radiant, but easy on the eyes. (58) When good practice is lost, there are rules. When rules are lost, there is ritual. Ritual is the beginning of chaos. (38) If you want to be a great SM, stop trying to control. Let go of fixed plans and concepts and the team will govern itself. The more rules you have, the less disciplined the team will be. The SM concerns himself with the depth and not the surface, The more coercion you exert, the less secure the team will be. with the fruit and not the flower. (38) The more external help you call, the less self-reliant the team’ll be. (57) for SCRUM MASTERS 51diumenge 29 d’abril de 12
  112. 112. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding 52diumenge 29 d’abril de 12
  113. 113. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding Writes automated tests Do’s Designs test plan Run auto/manual tests Co-responsible for team’s output 52diumenge 29 d’abril de 12
  114. 114. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding Writes automated tests Be the only responsible for Don’ts output’s quality Do’s Designs test plan Run all the tests Run auto/manual tests Makes the decision on whether the product is “done- Co-responsible for team’s output done” alone 52diumenge 29 d’abril de 12
  115. 115. AGILE QA QA is not a phase, its a state of mind If it is not tested it is not done-done Programmers write tests Test driven development? (TDD) 53diumenge 29 d’abril de 12
  116. 116. SCRUM ARTIFACTS 1 PRODUCT BACKLOG a prioritized features list 2 SPRINT BACKLOG a list of to-do tasks 3 BURN DOWN a progress tracking method 54diumenge 29 d’abril de 12
  117. 117. PRODUCT BACKLOG As
  118. 118.   a
  119. 119.  who I
  120. 120.  w ant
  121. 121.  w hat, so
  122. 122.  that
  123. 123.  why Prioritized estimated stack of user stories 55diumenge 29 d’abril de 12
  124. 124. DEEP BACKLOG Detailed appropriately E stimated E mergent P rioritized 56diumenge 29 d’abril de 12
  125. 125. DETAILED APPROPRIATELY More estimation errors MANY Unwanted dependencies DETAILED False sentiment of control SMALL Loss of overview STORIES Useless rework Hardly manageablediumenge 29 d’abril de 12
  126. 126. DEEP BACKLOG Horizon Product Backlog Details Priority First  sprint Detailed  US  +  AC High Next  two  sprints Detailed  epics Any  other  sprint Less  detailed The  unknown Low 58diumenge 29 d’abril de 12
  127. 127. DASHBOARD Design Code Test -!Normal Backlog Selected Done! On Rdy On Rdy On Rdy -!Bug SPRINT -!Evolutivo Atención FIRE! inmediata PRIO Atención prioritaria Sólo si hay buffer y el ASAP Sprint va bien -!Ante -!Test Burndown Burnup bloqueos,Impediments automatizados -!Doc. ayudar tester antes de ready actualizada con criterios -!Seguir -!Max. 3 avatars por aceptación estándar de -!95% coverage persona código 59diumenge 29 d’abril de 12
  128. 128. BURN DOWN Estimated effort left Ide al e vol u tio n Days 60diumenge 29 d’abril de 12
  129. 129. BURN DOWN Estimated effort left Ide al e vol u tio n Re al e vol u tio n Days 60diumenge 29 d’abril de 12
  130. 130. BURN DOWN Estimated effort left Days 61diumenge 29 d’abril de 12
  131. 131. BURN DOWN Estimated effort left Days 62diumenge 29 d’abril de 12
  132. 132. BURN DOWN Estimated effort left Days 63diumenge 29 d’abril de 12
  133. 133. BURN DOWN Estimated effort left Days 64diumenge 29 d’abril de 12
  134. 134. BURN DOWN Estimated effort left Days 65diumenge 29 d’abril de 12
  135. 135. BURN DOWN Estimated effort left Days 66diumenge 29 d’abril de 12
  136. 136. SCRUM MEETINGS 1 DAILY STANDUP what I did, what I’ll do today, impediments 2 SPRINT PLANNING creation of the sprint backlog 3 SPRINT DEMO shows sprint’s accomplishments 4 SPRINT RETROSPECTIVE review the way team works 5 BACKLOG GROOMING keep the backlog DEEP 67diumenge 29 d’abril de 12
  137. 137. SPRINT SCHEDULE Day1 Day 2 Day 3 Day 4 Day 5 Planning (3h) Work! Work! Work! Work! Grooming (1h) Work! (4h) Day 6 Day 7 Day 8 Day 9 Day 10 Work! Work! Work! Work! Work! (4h) Demo (1h) Retro (2h) 68diumenge 29 d’abril de 12
  138. 138. DAILY STANDUP Who? When? Scrum master Always at the same time Team members Always at the same place Always 15 minutes What? Why? What did I do yesterday? What will I do today? Team synchronization Any impediments found? 69diumenge 29 d’abril de 12
  139. 139. SPRINT PLANNING Who? When? Scrum master Team members 4h at the beginning Product owner of every sprint What? Why? What will we do? (with PO) How will we do it?(wo PO) Team commitment 70diumenge 29 d’abril de 12
  140. 140. SPRINT PLANNING Who? When? Scrum master Team members 4h at the beginning Product owner of every sprint The team decide what will they do What? Why? What will we do? (with PO) How will we do it?(wo PO) Team commitment 70diumenge 29 d’abril de 12
  141. 141. ESTIMATION GAMES Dish washing Ironing Dog walking Oven cleaning Lawn mowing Monthly shopping Plants watering Paint bedroom Beds changing Floor cleaning Laundry Windows cleaning 71diumenge 29 d’abril de 12
  142. 142. PLANNING POKER Without poker planning 3 12 # # # 24 ZZZZZ # # 72diumenge 29 d’abril de 12
  143. 143. PLANNING POKER Without poker planning 3 12 # # # # # # 24 ZZZZZ # # # # 72diumenge 29 d’abril de 12
  144. 144. PLANNING POKER Without poker planning 3 3! 12 # # 3... 5... # # # # 24 ZZZZZ 7... 3... # # # # 72diumenge 29 d’abril de 12
  145. 145. PLANNING POKER 3 13 8 # # # 3 20 # # 73diumenge 29 d’abril de 12
  146. 146. PLANNING POKER 3 13 8 3 # # # # 13 8 # # 3 20 # # # 3 # 20 73diumenge 29 d’abril de 12
  147. 147. PLANNING POKER 3 # 13 8 # # # 3 # 20 74diumenge 29 d’abril de 12
  148. 148. PLANNING POKER I think it’s a 3 because... 3 # 13 8 # # # 3 # 20 74diumenge 29 d’abril de 12
  149. 149. PLANNING POKER I think it’s a 3 because... 3 # 13 8 # # I think it’s a 20 because... # 3 # 20 74diumenge 29 d’abril de 12
  150. 150. PLANNING POKER I think it’s a 3 because... 3 3 # # 13 8 5 5 # # # # I think it’s a 20 because... # 3 # 20 # 5 # 8 74diumenge 29 d’abril de 12
  151. 151. PLANNING POKER Convergence! I think it’s a 3 because... 3 3 # # 13 8 5 5 # # # # I think it’s a 20 because... # 3 # 20 # 5 # 8 74diumenge 29 d’abril de 12
  152. 152. PLANNING POKER Convergence! I think it’s a 3 because... 3 3 # # 13 8 5 5 # # # # I think it’s a 20 because... # 3 # 20 # 5 # 8 Ok... not complete convergence. But they agree that an estimate of 5 should be close enough. Next story. 74diumenge 29 d’abril de 12
  153. 153. PLANNING POKER 75diumenge 29 d’abril de 12
  154. 154. SPRINT DEMO (a.k.a. sprint review) Who? When? Scrum master Team members 2h at the end of Product owner the sprint What? Why? Explain what’s (not) done Show what’s done Show work, PO validates release PO validates 76diumenge 29 d’abril de 12
  155. 155. SPRINT RETROSPECTIVE Who? When? Scrum master Team members 2h after the demo And nobody else Why? What? Review the process Continuous (see next slides) improvement 77diumenge 29 d’abril de 12
  156. 156. SPRINT RETROSPECTIVE Who? When? Scrum master Team members 2h after the demo And nobody else Why? What? Review the process Continuous (see next slides) improvement 77diumenge 29 d’abril de 12
  157. 157. Don’t give opinions on other’s work. 78diumenge 29 d’abril de 12
  158. 158. RETROSPECTIVE PRIME DIRECTIVE Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand. 79diumenge 29 d’abril de 12
  159. 159. RETROSPECTIVE WHAT DO WE TALK ABOUT? What helped me in my work? What hindered my performance? What made me enjoy my work? What made me feel bad? 80diumenge 29 d’abril de 12
  160. 160. RETROSPECTIVE WHAT DO WE TALK ABOUT? What helped me in my work? What hindered my performance? I’m talking about me my work? What made me enjoy What made me feel bad? 80diumenge 29 d’abril de 12
  161. 161. RETROSPECTIVE HOW TO SAY IT? 1 FACT DESCRIPTIONS not evaluations of behaviors or judgements 2 POSITIVE LANGUAGE because you know we’ll learn from your message 3 CONFIRMATION ASKING to make sure your message has been understood 4 ACTIVE LISTENING to learn from what others have to say 81diumenge 29 d’abril de 12
  162. 162. GROOMING MEETING Why? Make backlog DEEP Who? Help PO write stories Scrum master Participate in early stage Team members Product owner When? 1 hour per sprint What? After sprint planning? Read/write/improve US Estimation gamediumenge 29 d’abril de 12
  163. 163. GROOMING MEETING Why? Make backlog DEEP Who? Help PO write stories Scrum master Participate in early stage Team members Product owner When? 1 hour per sprint What? After sprint planning? Read/write/improve US Estimation gamediumenge 29 d’abril de 12
  164. 164. ESTIMATION GAME 1/5 Backlog ser
  165. 165.  ser
  166. 166.  ry oryy y U U to st r r
  167. 167.   U
  168. 168.  sopr
  169. 169.  
  170. 170.  cEpiosy o
  171. 171.  EeUsst
  172. 172.  r t r i
  173. 173.   try oUserrsero c UorrI
  174. 174.  ootaooeiaEpic se
  175. 175.  
  176. 176.  der
  177. 177.  Er
  178. 178.  c sr
  179. 179.  Id pi r
  180. 180.  
  181. 181.  iIp cI
  182. 182.  oorEodre
  183. 183.  adea
  184. 184.  or
  185. 185.  Ep c a or
  186. 186.   ordede I
  187. 187.  I a 83diumenge 29 d’abril de 12
  188. 188. ESTIMATION GAME 1/5 Backlog First card ser
  189. 189.  ser
  190. 190.  ry ory y U U to st
  191. 191.  oUse s ryr o pr
  192. 192.  
  193. 193.  cEpiry or
  194. 194.  
  195. 195.  ErUser
  196. 196.  c t i to s User
  197. 197.  story UorrI
  198. 198.  oeaooeiaEpic st se
  199. 199.   dr
  200. 200.  
  201. 201.  Idr
  202. 202.  
  203. 203.  or
  204. 204.  Epic
  205. 205.  or
  206. 206.  EorcIdea
  207. 207.  or
  208. 208.  E c a pip
  209. 209.   or
  210. 210.  Idea or
  211. 211.   ordede I
  212. 212.  I a 83diumenge 29 d’abril de 12
  213. 213. ESTIMATION GAME 2/5 Backlog First card ser
  214. 214.  ser
  215. 215.  ry ory y U U to st
  216. 216.  oUse s ryr o pr
  217. 217.  
  218. 218.  cEpiry or
  219. 219.  
  220. 220.  ErUser
  221. 221.  c t i to s User
  222. 222.  story UorrI
  223. 223.  oeaooeiaEpic st se
  224. 224.   dr
  225. 225.  
  226. 226.  Idr
  227. 227.  
  228. 228.  or
  229. 229.  Epic
  230. 230.  or
  231. 231.  EorcIdea
  232. 232.  or
  233. 233.  E c a pip
  234. 234.   or
  235. 235.  Idea or
  236. 236.   ordede I
  237. 237.  I a 84diumenge 29 d’abril de 12
  238. 238. ESTIMATION GAME 2/5 Backlog First card ser
  239. 239.  ser
  240. 240.  ry ory U U to st
  241. 241.  oUs
  242. 242.  Err
  243. 243.  
  244. 244.  cEroiry r
  245. 245.   epistpyc o User
  246. 246.  story UorrI
  247. 247.  oeaodeia st se
  248. 248.   dr
  249. 249.  I c
  250. 250.  or
  251. 251.  Epic
  252. 252.  or
  253. 253.  Ep
  254. 254.  or
  255. 255.  Epic a or
  256. 256.  Idea ordede or
  257. 257.   I
  258. 258.  I a Next card U ser
  259. 259.  story
  260. 260.  or
  261. 261.  Epic or
  262. 262.  Idea 84diumenge 29 d’abril de 12
  263. 263. ESTIMATION GAME 2/5 Backlog First card ser
  264. 264.  ser
  265. 265.  ry ory U U to st
  266. 266.  oUs
  267. 267.  Err
  268. 268.  
  269. 269.  cEroiry r
  270. 270.   epistpyc o User
  271. 271.  story UorrI
  272. 272.  oeaodeia st se
  273. 273.   dr
  274. 274.  I c
  275. 275.  or
  276. 276.  Epic
  277. 277.  or
  278. 278.  Ep
  279. 279.  or
  280. 280.  Epic a or
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×