Agile Project Management - coClarity

“War Stories” Experiences applying Agile in many types of business gerard.hartnett@coclarity.com Enterprise Ireland, Dublin, IRELAND. 23-Nov-2009

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

Patterns, PLOPS and OOPSLA

eXtreme Programming

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

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

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

Pair Programming Photo credit ﬂickr.com/people/lucadex

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

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

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/

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

“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

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

The Project Diagram by Lakeworks http://commons.wikimedia.org/wiki/Image:Scrum_process.svg • Punctuated Equilibrium - balance team focus, management visibility, and adaptability

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

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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

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

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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

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

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

GTD and 4HWW

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

Conclusion

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

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

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

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

Agile Project Management - coClarity

by Gerard Hartnett on Nov 25, 2009

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