Edgy Agile Things That You May Not Have Heard Of: Melbourne Agile and Scrum meetup version
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Edgy Agile Things That You May Not Have Heard Of: Melbourne Agile and Scrum meetup version

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Pretty much the opposite of Agile 101. A summary of more edgy and obscure Agile ideas and practices that you may find useful. ...

Pretty much the opposite of Agile 101. A summary of more edgy and obscure Agile ideas and practices that you may find useful.

This version is was presented at the Melbourne Agile and Scrum meetup

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  • See also http://vimeo.com/42804401
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Edgy Agile Things That You May Not Have Heard Of: Melbourne Agile and Scrum meetup version Presentation Transcript

  • 1. Edgy Agile Things That You May Not Have Heard Of Jason Yip @jchyip j.c.yip@computer.org http://jchyip.blogspot.com
  • 2. Business Model Canvas? http://www.businessmodelgeneration.com/canvas
  • 3. http://www.businessmodelalchemist.com/2012/08/achieve-product-market-fit-with-our-brand-new-value-proposition-designer.html
  • 4. Product Canvashttp://agile.techwell.com/articles/weekly/product-canvas
  • 5. http://en.wikipedia.org/wiki/Cynefin
  • 6. http://mandenews.blogspot.com.au/2010/08/test3.html
  • 7. http://alistair.cockburn.us/Earned-value+and+burn+charts
  • 8. http://leadinganswers.typepad.com/leading_answers/2007/02/summarizing_pro.html
  • 9. http://scaledagileframework.com
  • 10. http://vimeo.com/42804402
  • 11. http://ennova.com.au/blog/2011/09/agile-lean-compared-applied-construction
  • 12. http://www.agileproductdesign.com/blog/the_new_backlog.html
  • 13. http://www.infoq.com/presentations/lean-product-discovery
  • 14. “the minimum viable product isthat version of a new productwhich allows a team to collectthe maximum amount ofvalidated learning aboutcustomers with the least effort.”http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
  • 15. Concierge MVPhttp://www.justin.tv/startuplessonslearned/b/286514557
  • 16. Magic Test“…simply to put up a web page that says ‘Do youhave this problem? I’m going to solve it for you.’And not really specify, be a little vague on howyou’re going to solve it. You’re basically saying ‘I’mgoing to solve it by magic’. And then see if peoplesign up and with those people that sign up thenyou want to engage in dialog with them. We alwayssay ‘If you can’t sell magic, you definitely can’t sellyour product’…” http://mixergy.com/eric-ries-lean-startup-interview/
  • 17. http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_ms karin.pdf
  • 18. Detective’s Blackboardhttp://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/ “This is the team’s external brain.” http://www.infoq.com/interviews/belshee-shore-mmf
  • 19. Retrospectives• What did we do well, that if we don’t discuss we might forget?• What did we learn?• What should we do differently next time?• What still puzzles us? http://retrospectives.com/pages/RetrospectiveKeyQuestions.html
  • 20. sheet. They are intended to stimulate discussion. software development" Steve McConnell You might, or might not agree with the quotes along the edge of the John Maynard Keynes path to a solution.” - Ward Cunningham "Stable requirements are the holy grail of “It is better to be roughly right than precisely wrong.” - “What is simplicity? Simplicity is the shortest change them yourself.” -- Andy Warhol They always say time changes things, but you actually have to "Ugly programs are like ugly suspension bridges: theyre much each idea. more liable to collapse than pretty ones" Eric Raymond many of you agree with count (and record) how re pos de as mt on thi . doing? he n inclu the lis k bette next all ideas then quickly Wri t to wo erently you w o sprin do di f thing should stop sibl cou e a list Make a long list, include se e s Mak o diffe el lti te 9. anything you e - a any id sheet or cu ld Is there keep doing. e iffi D t. elin e d is u t lea 8. Stop ee th yo you did which you want to im th g in did sh t r rd ff ur s st 4 s as Make a list of all the things Enough? e o th eco have you left? r d tie s t? te ul tie r 7. Keep R ! ea ent How much time s This way round... rin un iffic ul r sp nco t d ffic s e ha Di Retrospective Dialogue Sheet (Sprint) W 6. , t rin te Sp da shorter: ʻ "The maxim ʻ d en question reader lead Remember to let the "Typing is not the bottleneck" Kevlin Henney Paralysisʻ Winston Churchill the discussion Nothing avails but perfectionʻ ." http://www.softwarestrategy.co.uk/dlgsheets/ From the list in #8, choose 10. of work better? do, to make the next piece 3 things you will do, or not may be spelt be the greatest successes Action plan the timeline or write it on What do you consider to Highlight successes on 5. Successes I do and I understand.” -- Confucius “I hear and I forget. I see and I remember. of this sprint? "Most teams are so far from good enough that perfection and good enough are effectively the same thing" Jason Gorman the sheet. Nearly there.... good. Talk about both sides on significant and memorable You dont have to agree is everything, discussion of the argument see in the world." Mahatma Ghandi "We need to be the change we wish to #3 ..................... #2 ..................... #1 ..................... Create a timeline for the sprint Mark the start and end of the sprint (iteration) then mark you are considering in the shortest schedules, lowest costs, and best customer satisfaction levels." Capers Jones 4. Create a timeline "projects with low defect potentials and high defect removal efficiency also have the space above. But it is, perhaps, the end of the beginning." Winston Churchill "Now this is not the end. It is not even the beginning of the end. events. Everyone who took part 11. should sign here. agrees with the actions in this exercise, and Sign-up This way round... Use this space however you like notes, www.dialoguesheets.com ideas, comments and suggestions. Does everyone agree to working on this sheet? Send feedback to: feedback@dialoguesheets.com Please tell us about your experience using this sheet. follow Kerths Prime apportion blame. Focus on the Directive (left) while cause of problems and not the The aim of this sheet is to find better way of working, not to individuals involved. .................. .................. .................. .................. .................. .................. .................. .................. The team "Insanity: doing the same thing over and over again 3. Set up t ar and expecting different results." Albert Einstein t ts rin Sp ate d B in T fo p te h i r e 1. Start here 2. Set up e er iv v , ct sco uly st l eo p nd e s d e y o a r rge le d al i o This is a dialogue sheet, it is designed to Make sure everyone ire di tr be t ea mo r t . I for ogu u D e d a e w an the h er c re ha f y gr e b promote good conversation. has a pen to write on im at d id n w r h s to h g se n 8 ou ou she e Pr wh tan d ve o rce a w ro p h p g this sheet. s of rs ne gi his u at ct or up ara the ave s of et is in Team members should seat themselves equally io k n th s de yo d, e, eso on n on a s te sp a 2 t er s n er ul r i pl g g o an an epa rou lit in rou 8 around the sheet so each question can be read K rdle st u ev co tim he uat s d r p p Agree how long you will a u at e he , t sit at co ate s, two by at least one person easily. Take one question eg m h sh t t s R we ve t or n a ilitie the . Fix the problem, not the blame. th mp sh givTh ast and urs. e en are eet e at a time, skip questions if you like. The spend working on this lie he ow ab nd nd at plete o ho c om v er is s one ma be job kn nd e, a ha le d. person closest to the question should read out sheet and write it in this l o he as a b w kills aila et h ou r be oal of this the question and take notes of the discussion. box: tw wil s av The g to help l ta to is sheet er Each person should get a chance to read and d bett ke you fin orking. y ways of w note at least one question. (c) Software Strategy Ltd, 2010-2011 - Permission granted for individuals and Created by Allan Kelly Based on ideas from Royal Institute For more dialogue sheet downloads, printed sheets and organization to print and use this sheet for their own purposes. Copying to http://www.allankelly.net of Technology, KTH, Stockholm third parties, modification, redistribution and sale of this sheet is not permitted. information see http://www.dialoguesheets.com
  • 21. Solution-Focused Goal-Driven Retrospectives1. "Imagine that a miracle occurred and all our problems have been solved. How could you tell? What would be different?”2. "If 10 is the ideal and 0 is where nothing is working, where are we now?”3. "What are we already doing that works? That is, why are we [for example] 5 rather than 0?”4. "Using the resources we have, what can we do to move one step closer to 10?" http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html
  • 22. Idealised Design• The system was destroyed last night• No science fiction, technology available now• How things should be, not how things could be http://www.organizationaldynamics.upenn.edu/node/2008
  • 23. Continuous Integrationhttp://www.cuberick.com/2008/10/continuous-integration.html http://martinfowler.com/articles/continuousIntegration.html
  • 24. Continuous Testing“What is continuous testing? It’s turning theknob on Test Driven Development up to 11, byautomatically running the tests on every save.” http://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained http://topfunky.com/clients/blog/autotest-tm.mov
  • 25. Guantanamo“Do you have problems maintaining high testcoverage? All code is guilty until testedinnocent. Send the untested code toGuantanamo!” http://docs.codehaus.org/display/ASH/Guantanamo
  • 26. Mutation Testing“Why just think your tests are good when youcan know for sure? Sometimes Jester tells memy tests are airtight, but sometimes thechanges it finds come as a bolt out of the blue.Highly recommended.”Kent Beck http://jester.sourceforge.net http://en.wikipedia.org/wiki/Mutation_testing
  • 27. Chaos Monkey“One of the first systems our engineers built inAWS is called the Chaos Monkey. The ChaosMonkey’s job is to randomly kill instances andservices within our architecture. If we aren’tconstantly testing our ability to succeed despitefailure, then it isn’t likely to work when itmatters most – in the event of an unexpectedoutage.” http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html
  • 28. Game Day“Gameday is an exercise designed to increaseresilience through large-scale fault injectionacross critical systems where resilience is seenas the ability of a system to adapt tochanges, failures, & disturbances. By“system”, he means:people, culture, processes, applications &services, infrastructure, software andhardware.” http://server.dzone.com/videos/creating-resiliency-through
  • 29. Act First, Research Later“Let me summarize. Yes, I believe that research is important,but it does not have to be done at the start of a design project.It can be done far ahead of time, or even just afterwards. Gooddesigners should always be engaged in observation, in mentallyreviewing and creating artifacts, in sketching, writing, planningand thinking. As a result, when the time comes to act, they cando so without appearing to need research, but only because ofthe accumulated wisdom they draw upon.”Don Normanhttp://www.core77.com/blog/columns/act_first_do_the_research_later_20051.asp
  • 30. http://theleanstartup.com/
  • 31. Lean Startup for Change1. Identify an organisational problem2. Propose a hypothesis for change3. Identify assumptions in hypothesis4. Design Minimal Viable Changes to test assumptions5. When “value hypothesis” has been refined, switch to validate the “growth hypothesis” http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/
  • 32. Mind share strategy for organisational change“Should we expect that there would be different effectivestrategies for organisational change depending on whether weare in a position of strength vs weakness?Strength in New Lanchester Strategy refers to numericalstrength. In our case, instead of troop numbers or market share,I propose that strength in the organisational change context isabout mind share, that is, how many people desire the new ideaand/or behaviour you are trying to introduce.”http://jchyip.blogspot.com.au/2012/08/mind-share-strategy-for-organisational.html