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Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
Agile Project Management - coClarity
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Agile Project Management - coClarity

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This is a talk on experiences using agile techniques to manage projects in a number of businesses. …

This is a talk on experiences using agile techniques to manage projects in a number of businesses.

For more details see http://www.coclarity.com/blog/2009/11/speaking-at-leroei-event-on-agile-management/

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  • 1. “War Stories” Experiences applying Agile in many types of business gerard.hartnett@coclarity.com Enterprise Ireland, Dublin, IRELAND. 23-Nov-2009
  • 2. Overview Introduction Patterns, PLOPS and OOPSLA Scrum eXtreme Programming GTD and 4HWW Conclusion Copyright © 2009 coClarity Ltd. 2
  • 3. Introduction 20-years SW experience Currently: coClarity, Limerick Intel, Basis & Tellabs, Shannon Digital, Galway Motorola, Cork, & USA QC-Data, Cork & Canada Copyright © 2009 coClarity Ltd. 3
  • 4. Conclusion Great ideas cross boundaries between disciplines Software has Borrowed from Everywhere Agile techniques can be applied in any kind of business Customer Focus, Deliver Early & Often, Simplicity (Product & Plans), Self-Organising Copyright © 2009 coClarity Ltd. 4
  • 5. Patterns, PLOPS and OOPSLA
  • 6. Patterns Reusable solution to a common problem Borrowed from Architecture (Alexander) 1987 OOPSLA, Beck & Cunningham 1994, Gang of Four Copyright © 2009 coClarity Ltd. 6
  • 7. PLOPs Pattern Languages of Programs Conferences Started 1994 PLOP-2, paper on Episodes (Cunningham) Copyright © 2009 coClarity Ltd. 7
  • 8. OOPSLA 98 Birds-of-a-feather session 100s arrived One page handout of the key practices Diagram of how they related to each other Copyright © 2009 coClarity Ltd. 8
  • 9. eXtreme Programming
  • 10. Overview A light-weight methodology For small-to-medium-sized teams Vague or rapidly-changing requirements Values: communication, feedback, simplicity, courage and respect Copyright © 2009 coClarity Ltd. 10
  • 11. Practices Quick Plan Pair Programming Small Releases Collective Ownership Metaphor Continuous Integration Simple Design 40-Hour Week Testing On-Site Customers Refactoring Coding Standards Copyright © 2009 coClarity Ltd. 11
  • 12. A-La-Carte The books warn against a-la carte approach We tailored it out of necessity Didn’t really use: Metaphor, On-site Customers Modified: Scrum for planning, Collective Ownership within Team Copyright © 2009 coClarity Ltd. 12
  • 13. Pair Programming Photo credit flickr.com/people/lucadex
  • 14. Pair Programming our Experience The most controversial practice Some components pair programmed Lowest defect rates Smaller code sizes Small sample set Copyright © 2009 coClarity Ltd. 14
  • 15. Pair Lessons Learned No Keyboard Wrestling, Large Fonts Think about neighbours No editor wars Set key objectives Not as useful during bug-fix phase Can be done remotely (gotomeeting) Copyright © 2009 coClarity Ltd. 15
  • 16. Scrum
  • 17. New New Product Development Game Article in Harvard Business Review 1986 Study of companies in Japan & US Fuji-Xerox, Canon, Honda, NEC, HP, 3M Copyright © 2009 coClarity Ltd. 17
  • 18. Six Characteristics Built in instability - broad challenging goal Self-organising teams Overlapping Development Phases Multilearning Subtle Control Organisational transfer of learning Copyright © 2009 coClarity Ltd. 18
  • 19. Scrum • Computer guys borrowed from “New New...” • Called it Scrum • I suspect they were never in a real Scrum Photo credit flickr.com/photos/bohane/
  • 20. Scrum Overview You can manage any kind of project with Scrum I’ve used on tiny and large projects Not rocket science or expensive (although an “industry” has popped up) It works & viral Copyright © 2009 coClarity Ltd. 20
  • 21. “Opportunities” All projects have chickens and pigs Pigs are happy: no status reports or boring meetings Chickens are happy: they know what’s happening without getting in the way Copyright © 2009 coClarity Ltd. 21 Photo credit flickr.com/photos/7326810@N08
  • 22. The Theory Software engineering is complex adaptive system Traditional planning - illusion of control Empirical process not a “defined process” Complexity theory - better to do frequent samples and small adjustments Adaptability is better than predicability Copyright © 2009 coClarity Ltd. 22
  • 23. The Team Should be small (6 max) - if bigger, split Ideally co-located (can work distributed) Copyright © 2009 coClarity Ltd. 23
  • 24. The Project Diagram by Lakeworks http://commons.wikimedia.org/wiki/Image:Scrum_process.svg • Punctuated Equilibrium - balance team focus, management visibility, and adaptability
  • 25. The Sprint Easier for team to focus on something a month away Daily short meetings At the end - write-up or demo Copyright © 2009 coClarity Ltd. 25
  • 26. The Daily Meeting KISS - 15 minutes max, same time & place 3 questions • what did you do? (binary - all or nothing) • what roadblocks? • what will you do by tomorrow? Everyone responsible for their own tasks Copyright © 2009 coClarity Ltd. 26
  • 27. +?#!$'(% 8% "*+&'0% !/% ,')6"-@*'1% /0!+% IJ?-1!('1K% S'0$%S-1-&#'%-"%,6'%!0A8"-V8,-!";%8"(%)*0-!1-,$%/0!+%!,6' Loads of Post-its stuck "A68+;%NOOPQ%,6'%?0')*01!0%,!%'R,0'+'%?#8""-"A=% ,'8+1%6'#?'(%,6'%-"-,-8#%1?0'8(%!/%,6'%,')6"-@*'=%W-A*0'%N *+% 781% -"-,-8##$% ?-#!,'(% &$% !"'% ,'8+% 8"(% -,1% *1'% &'#!7% -##*1,08,'1% 8% 18+?#'% +'',-"A% 0')!0(% 7-,6% X!1,TH,1 7"%!0A8"-)8##$%,!%,6'%'E,'",%,68,%-,%"!7%-1%*1'(%&$% 8,,8)6'(=% 6'% ,'8+1% -"% H",'#% 568""!"=% G6'$% &'#-'S'% ,6'% .'$% % to a big sheet of paper % % % % K.9/% ='?+% % J(.#8( D$/8. % % % -.)%+(&(% A%7'&(,=+'/ 4')%+( D('7,E,"9'%&(#!% 5=>,314% >/&(#@'"(,-.7(% % .@,A4B,*..C% % =H: -.)%+(&(% % F((&$/8% '!!()*+(#,&(!&% % 6#$&(,)((&$/8% !"#$%&!% % )$/?&(!% % % -?##(/&,B'"C+.8% % B'"C+.8 H./( % % 46,414% ".)%+(&(% D(@'"&.#, % 414% A4B,$)%'"&% '!!(!)(/&% I4,17'%&.# ! !"(/'#$.!% !"#$%&&&' ! H(!$8/% 0#$&&(/% 46,.#8% 46,=>=,.?&,@.#% ! =4FG50!<% 7("$7(7% #(<$(0% 56% ! $/&(#@'"(% )$+(!&./(!% 3&9(#/(&,:;% 7(!$8/,!"(/'#$.% ! $/,%+'/% 112,314% ! !("&$./% 0#$&&(/% !
  • 28. Consequence of “Loads of post-its” Low effort - visualisation of progress Preparation is fast - post-its on monitors Occasional trips to the “big sheet” Not great for distributed teams 3M make loads of money Copyright © 2009 coClarity Ltd. 28
  • 29. Planning More KISS No complex Gannt chart Plan is a series of sprints Dependencies only at a sprint level Can use sophisticated estimation techniques Shorter sprints at the start and end Copyright © 2009 coClarity Ltd. 29
  • 30. !""#$%!&#'( )*( +$,)-$&.)'+( +'/'#*"0'1)( )2!1( 2!,( &''1( D#!11$13( $,( E'")( ,$0"#'=( A2'-'( $,( 1*( %*0"#'F( G!1))( ,.33',)'+(."()*(1*4(56%7-''18(9::;<=( %2!-)( 4$)2( %*0"#'F( $1)'-H+'"'1+'1%$',( &')4''1( )!,E,=( Planning - Full Project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
  • 31. Planning - Sprint At the start check project plan & look at new backlog items Allocate to individuals - could use simple spreadsheet Efforts based on “ideal days” Inside/Outside end-date At the end: write-up, demo, release Copyright © 2009 coClarity Ltd. 31
  • 32. The Big Chickens Start to trust it - less reporting needed Can show up at daily meetings - must remember they are chickens Can add new items to backlog Other possibilities - earned value, wide- band-delphi, comparison to estimates Copyright © 2009 coClarity Ltd. 32
  • 33. Scrum Conclusion Simple, low-overhead, adaptable any kind/ size project Everyone gets involved in planning and tracking, team “gells” The chickens can actually contribute Scrum was more sticky than eXP Copyright © 2009 coClarity Ltd. 33
  • 34. GTD and 4HWW
  • 35. GTD Getting Things Done A new cult for the info age - Wired Levels: Actions, Projects, Areas,Yearly, 5-Year, Life Collect, Process, Organise, Review, Do Copyright © 2009 coClarity Ltd. 35
  • 36. Actions and Projects Action: always something that needs to be done first Each action has a context Project: requires more than one action Don’t need to plan projects in detail but define outcome Choose actions based on context Copyright © 2009 coClarity Ltd. 36
  • 37. 4HWW The 4 Hour Workweek 80/20 Rule Decide two meaningful things to accomplish Email twice a day Copyright © 2009 coClarity Ltd. 37
  • 38. Conclusion
  • 39. Common Patterns Bottom Up Planning (take care of days...) Simple Top Down Plan - it will change Adaptable more important than predictable Don’t Just React - Make Active Choices Feedback Loops Encourage self-organisation Copyright © 2009 coClarity Ltd. 39
  • 40. Conclusion Great ideas cross boundaries between disciplines Software has Borrowed from Everywhere Agile techniques can be applied in any kind of business Customer Focus, Deliver Early & Often, Simplicity (Product & Plans), Self-Organising Copyright © 2009 coClarity Ltd. 40
  • 41. Ideas X Execution Derek Sivers [7] • Awful -1 • None $1 • Weak 1 €13.71 • Weak $1,000 • So-So 5 • So-So $10,000 $500k • Good 10 • Good $100,000 • Great 15 • Great $1,000,000 • Brilliant 20 $200M • Brilliant $10,000,000
  • 42. Next Steps Decide what aspects you are interested in Read about them on wikipedia Read the paper: Fitzgerald, Hartnett “Agile inside Intel” (short.ie/uehtqv) Try some of the Patterns even on your personal work Consider trying Scrum with your team Copyright © 2009 coClarity Ltd. 42
  • 43. Thank You Happy to talk about SCRUM Startups GTD coclarity Goshido Web-collaboration OO Design Entrepreneurship Ruby on Rails Copyright © 2009 coClarity Ltd. 43

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