Implementing Agile Dos and Donts Anay Narendra Kamat PresentSoft Technologieshttp://www.presentsoft.co.in
Takeaway• Learning from mistakes• Confidence from success stories
All the teams and people mentioned in thistalk are real and as such, could resemble tothe people living or dead and the teamsexisting in organizations.
The Prime DirectiveRegardless of what we discover, weunderstand and truly believe that everyonedid the best job they could, given what theyknew at the time, their skills and abilities, theresources available, and the situation at hand.
What does it take to be Agile?Agile manifesto: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
TEAM A• BA formed the list of stories based on the requirements given by the client only.• PM managed the team without getting into micro- management.• Team provided and received updates during stand-ups.• Every member of the team was allowed to communicate with the client• Dev followed PP, good design pattern, TDD and Continuous Integration• QAs used automation tools to run tests• Deployment was automated as well
TEAM B• Product owner had delegated the responsibility of requirements and communication to one of his trusted person• BA formed the stories based on the requirements given by the client only• Only PM and BA were allowed to communicate with the client• Teams shared updates through stand-ups• Team followed PP, good design patterns, TDD and CI• QAs used automation tools• Deployment was automated
TEAM C• Team members had attended SCRUM trainings• Each team managed the leave requests of their members• Requirements/Stories were written by a different team• Estimates were done in ideal days• Duration of sprint was 3 weeks• Long stand-ups• Code reviews were done by members of another team.• Team did not follow TDD, PP, CI• QA members belonged to a different team• Requirements changed frequently• Team never delivered all the stories planned in the sprint.
TEAM D• All the stories were written and updated in project management tool directly by the client.• Team relied heavily on email communication• Only few senior members were allowed in client call updates• Estimates were done in story points mapped to idea days• Team did not follow TDD, code was completely procedural, CI was not used• Team members were divided in specialized groups• QA members belonged to a different team• Deployment procedure was separate for production and stage environments• Only few people were able to handle deployment activities on production
TEAM E• Client had no time to give or finalize requirements. BA had to judge most of the requirements on his own.• Only PM, BA and Architect was allowed to communicate directly with the client• Long stand-ups. Stand-up was driven by the Project Manager.• Development used to start for the stories which were not completely defined• Design decisions were taken completely by the architect• No strict code reviews. OO was not followed since management was of the opinion that it was too advanced for the team members.
Quotes• It’s been 3 months since we started following scrum. We don’t see any improvement, but situation has definitely become worst – A team member• On estimates done using story points over the scale of 2 - 3 - 5 - 8 (and 13), team of 12 people cannot achieve velocity of more than 10 points – Scrum expert of one organization• Let’s start with the estimates, 2 point is for the story taking 1.5 days, 3 point for the stories taking 4 days … – A team lead from one organization• We learnt a great thing. Remember it, and you can implement in your next project . – PM
Documentation• Prefer following over text based documentation/comments: – Automated Unit Tests – Automated Functional Tests – Deployment scripts – Story description and discussions from project management tool