Itag Jan09 Agile Coclarity

War Stories Experiences applying Agile in many types of business gerard.hartnett@coclarity.com ITAG Cairnes Business School, NUI Galway, Ireland. 22-Jan-2009

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

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 taking an 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 Photo credit ﬂickr.com/photos/7326810@N08 Copyright © 2009 coClarity Ltd. 21

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

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. 41

Itag Jan09 Agile Coclarity

by Gerard Hartnett on Feb 06, 2009

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