The 7 Deadly Sins Of Almost Being Agile

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Agile 2009 presentation by Bob Hartman and Richard Lawrence titled "The 7 Deadly Sins of Almost Being Agile"

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  • Moving testing to the front is good. But if our testing is all or mostly manual, we have a problem after just a few iterations.
  • If you automate your tests as you build them, this iteration’s new tests become next iteration’s regression tests, but you only need to build them once. Also, you give your devs something they can run to ensure that their code passes all the tests before they call their work done. This reduces the loops we mentioned a moment ago.Note, however, automation can’t be much more expensive than manual testing or the whole thing falls apart. This drives tool choice. So does the need to write automated tests against not-yet-existent features. No time to talk about it here, but there’s a reason certain test tools are more popular in the agile community and others are more popular in the waterfall world: your tool can make or break your success with agile testing.
  • The 7 Deadly Sins Of Almost Being Agile

    1. 1. The 7 Deadly Sins of Almost Being Agile<br />Bob Hartman<br />Richard Lawrence<br />www.agilecooperative.com<br />Presentation Copyright © 2009, Agile For All, LLC. and Humanizing Work. All rights reserved.<br />
    2. 2. Logistics<br />Please turn cell phones, pagers, PDA’s, etc to the “stun yourself” setting (rather than the “annoy everyone else” setting)<br />We will take a break after about 1.5 hours<br />Please ask questions when they come up rather than waiting<br />Be prepared to participate! This presentation requires a lot of work on your part.<br />
    3. 3. Our Fictional Team<br />Waterfall<br />Agile<br />W-Agilists<br />
    4. 4. Sally the Project Manager<br />
    5. 5. Bill the Business Analyst<br />
    6. 6. Tom the Product Manager<br />
    7. 7. 4 Developers<br />
    8. 8. 2 Testers<br />
    9. 9. The First Agile Project <br />6 months<br />Expected 25 features<br />Delivered 10 features<br />3 “most important” cut<br />Prior release 72 defects<br />Agile release 70 defects<br />Customers unhappy<br />
    10. 10. The Second Agile Project <br />6 months<br />Expected 25 features<br />Delivered 8 features<br />5 “most important” cut<br />Prior release 70 defects<br />This release 79 defects<br />Customers VERY unhappy<br />
    11. 11. Fixing the W-Agilists<br />Enter Cindi, director of the company PMO<br />
    12. 12. The Thinking Process<br />
    13. 13. Lack of Meaningful Feedback Loops<br />We are too busy to stop working!<br />Daily stand-ups are useless, let’s just use a single weekly status meeting.<br />When we ask people for feedback they don’t show up or don’t participate anyway.<br />We aren’t really sure why we would want feedback or how we would use it anyway.<br />
    14. 14. Undesirable Effects<br />Building wrong products<br />Building the product wrong<br />No improvement<br />Lack of visibility<br />Lack of trust<br />Key people out of the loop<br />What are some of the undesirable effects the W-Agilists would see from the lack of feedback loops in their process?<br />
    15. 15. Phrase to remember<br />Things can’t be improved without regular feedback<br />
    16. 16. No incremental deliveries of software<br />
    17. 17. Causes<br />Not using iterations at all<br />Building by architecture instead of value<br />Can’t make stories small<br />We’ve always done it that way<br />Takes time we don’t have<br />Sometimes need to integrate with other teams that aren’t agile<br />What might be some of the main causes of not building software iteratively (remember, this is supposed to be an agile team!)<br />
    18. 18. Phrase to remember<br />Late integration will lead to late shipping. Instead deliver completed value every iteration.<br />
    19. 19. Our story continues…<br />
    20. 20. Looking deeper…<br />
    21. 21. Silo’d Teams<br />Deep domain knowledge is best<br />Experts better than generalists<br />Work will be evenly distributed<br />Organizational structure cannot be changed<br />What assumptions cause many organizations to deliberately use silo’d teams?<br />
    22. 22. Phrase to remember<br />We don’t care what your business card says, we care what you can do for the success of our team!<br />
    23. 23. Digging deeper in an iteration…<br />
    24. 24. Too much work in process<br />Using the evaporating cloud from the Thinking Process<br />
    25. 25. Phrase to remember<br />WIP = Waste in Progress!<br />
    26. 26. Lack of customer voice<br />
    27. 27. Lack of customer voice<br />Create an evaporating cloud in your group<br />
    28. 28. Phrase to remember<br />Build the simplest thing that works – then get real customer feedback!<br />
    29. 29. Unrealistic deadlines<br />
    30. 30. Unrealistic deadlines<br />Create an evaporating cloud in your group and role-play how you would convince managers to stop using unrealistic deadlines<br />
    31. 31. Phrase to remember<br />Customer/stakeholder needs do not alter the realities of the universe.<br />
    32. 32. Manual testing doesn’t scale<br />(or happens in overtime)<br />Testing that doesn’t happen, but should<br />Regression testing<br />Testing capacity<br />New feature testing<br />Sprint 1<br />Sprint 2<br />Sprint 3<br />Sprint 4<br />Sprint 5<br />
    33. 33. Automate and get regression tests for free<br />Automated tests that are now regression tests<br />Testing capacity<br />New feature testing<br />Sprint 1<br />Sprint 2<br />Sprint 3<br />Sprint 4<br />Sprint 5<br />
    34. 34. Manual Testing<br />Create an evaporating cloud in your group. We will role-play with Richard and Bob playing the roles of managers needing to be convinced of the benefits of automated testing.<br />
    35. 35. Phrase to remember<br />Automate any tests that will run more than once. Do you know ahead of time which tests those are???<br />
    36. 36. Recap of the 7 Deadly Sins<br />Missing feedback loops<br />Not building in iterations – large scale integrations<br />Silo’d teams<br />Too much work-in-progress (WIP)<br />Lack of customer voice<br />Unrealistic deadlines<br />Manual testing<br />
    37. 37. Questions?<br />www.agilebob.com<br />bob.hartman@agileforall.com<br />www.richardlawrence.info<br />richard@humanizingwork.com<br />

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