Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
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Top 10 Agile Gotchas, Problems and Challenges + What you can do about them

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It turns out that most teams have similar types of problems that prevent them from getting the full benefits from Agile. In this talk (XP Toronto & Agile Tour 2013), I will review my top 10 Agile ...

It turns out that most teams have similar types of problems that prevent them from getting the full benefits from Agile. In this talk (XP Toronto & Agile Tour 2013), I will review my top 10 Agile gotcha's and how Agile principles and practical experience can help you recover.

Here are some topics:
We don't know when our release will be done
Sprint planning meetings take forever
We stopped having retrospectives (or they are useless)
People aren't working together (esp. dev, qa, product)
We keep getting new stories
Daily standups are long and/or boring
We never finish all our stories in a Sprint
We never have time for technical improvements
It feels like we are pushing rocks up hill to keep Agile going
<your>

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Top 10 Agile Gotchas, Problems and Challenges + What you can do about them Presentation Transcript

  • 1. @MichaelSahota
  • 2. About Michael ! STRATEGIC PLAY®
  • 3. 1.  2.  3.  4.  5.  6.  7.  Our&User&Stories&Suck& Sprint&planning&mee7ngs&take&forever&& Team&members&are&not&working&together& Daily&standups&are&long&and&boring&& We&keep&geEng&new&stories&& We&never&finish&all&our&stories&in&a&Sprint&& We&don't&know&when&our&release&will&be& done&& 8.  We&stopped&having&retrospec7ves&K&waste&of& 7me& 9.  It&feels&like&we&are&pushing&rocks&up&hill&to& keep&Agile&going&
  • 4. @MichaelSahota
  • 5. User story So that <why>, As a <stakeholder> I want <what> Save%Shopping%Cart% 8 So&that&I&can&con7nue&shopping&later& As&a&buyer& I&want&to&save&my&shopping&cart& How&to&demo:& 1)  Enter&store& 2)  Put&a&book&in&shopping&cart& 3)  Press&”save&cart”& 4)  Leave&store,&and&enter&it&again& 5)  Check&that&the&book&is&in&my&cart& Independent Negotiable Valuable Estimable Sized Appropriately Testable Acronym courtesy of Bill Wake – www.xp123.com C A GUI Client Server CC Henrik Kniberg DB schema B C
  • 6. Whole&Team&writes& stories&together&so& they&have&the&right& “shape”&for&Biz&and&IT& to&communicate. & Es7ma7on& offers&another& opportunity&for& geEng&to&good& stories. & Organizing&an& Priori7zing&may& trigger&story& restructuring. &
  • 7. @MichaelSahota
  • 8. Backlog Grooming Meeting Whole&Team& 1.  Es7mate&New&Stories& 2.  Split&large&stories&into&smaller&stories&and& es7mate&them.& 3.  Pick&stories&for&the&upcoming&itera7on.& – Discuss&what&is&needed&to&get&those&stories&READY& and&who&will&do&it.& This&is&the& & cri7cal& piece. &
  • 9. Use&a&Scrum&Board.&It’s&is&10x&more&understandable&as& well&as&safer&and&faster.&
  • 10. @MichaelSahota
  • 11. Use Tuckman Model
  • 12. What are you doing to turn the “people” knob to 11? Develop&Team&through&building&interKpersonal& connec7ons&and&self&knowledge.&& •  Sharing&Food&&&Drink.& •  Have&fun&together:&events,&funny&video&clips& •  Learning&about&each&other:& –  Constella7ons,&Marketplace,&Timeline& –  StrategicPlay®&with&Lego®& –  Communica7on&and&Collabora7on&Workshop& •  Core&Protocols& •  Temenos&Workshop&(next&slide)&
  • 13. Toronto Temenos Workshop – Nov 9 & 10
  • 14. @MichaelSahota
  • 15. Standup as Daily Planning •  A&good&way&to&think&about&the&daily&standup&is& as&a&mini&planning&session&for&that&day.& •  Everyone&is&focused&on&delivering&the&most& important&work&each&day.& Standup%is%for%the% team,%not% manager! % An7Kpagern&#1:&Everyone&looking&at&and&repor7ng&to& Project&Manager&or&Manager.& An7Kpagern&#2:&Everyone&is&working&on&different& things&–&there&is&no&real&team&or&teamwork.&
  • 16. Scrum-style Standup Less&important& with&use&of&a&task& board. & Consider&suspending&the&“3&ques7ons”&and&exploring& how&other&formats&work&for&you.&
  • 17. Recipe for Awesome Standups For&five&days,&hold&a&miniKretrospec7ve&on&how& to&improve&your&standups& •  Do&this&immediately&aler&the&standup.& •  Aim&for&10K15&minutes.& •  Write&down&changes&agreed&to&by&team&on& s7cky&notes.& •  Evolve&your&own&standup& “rules”&(conven7ons)&
  • 18. @MichaelSahota
  • 19. Incremental : http://www.flickr.com/photos/ulteriorepicure/
  • 20. Iterative Photo: http://www.flickr.com/photos/moran/
  • 21. “Popping Up Like Mushrooms”
  • 22. New Stories •  Usually&a&symptom&of&reKwork&due&insufficient& understanding.&UX&is&a&common&problem&area.& –  Try&“Specifica7on&By&Example”& •  High&complexity&domains&may&require& itera7ve&approach.& •  Totally&OK&as&long&at&Product&Owner&is&making& scope/date&tradeKoffs&and&backlog&is&not&filled& with&mandatory&items.&
  • 23. @MichaelSahota
  • 24. Dysfunctions Causing Unfinished Stories •  Stories&are&too&large&to&be&completed&in&an& itera7on& –  Split&large&stories& –  Every&team&has&a&max&story&size&that&“fits”& •  Management&pressure& –  Explain&that&overfilling&itera7on&is&slowing&things& done.&Too&many&cars&on&the&highway.& •  Considered&Acceptable& –  If&the&team&thinks&it’s&OK,&then&it’ll&con7nue&to& happen.&
  • 25. Carrying% stories%is%a% badge%of% shame. % Team%only% accepts% work%they% can%finish. %
  • 26. Team “Forecasts” completion of all Stories in Sprint Planning •  Helpful&to&think&of&this&like&“Sales&Forecast”&–&there&is& uncertainty!& •  Using&term&“Commitment”&can&help&team&cohesion& but&can&also&induce&damaging&pressure.& •  The&team&needs&to&advise&Product&Owner&if&stories& are&in&danger&of&not&finishing&and&reKnego7ate& itera7on&scope.&E.g.&split&story& •  Retrospec7ve&help&understand&reasons&and&create& counterKmeasures.&
  • 27. @MichaelSahota
  • 28. Balance%the%product%backlog% Too big items? Too many items? V CC Henrik Kniberg V Balanced V
  • 29. Use A Story Map Release&Plans&are&NOT&Op7onal!&
  • 30. Use&a&Scope&and&BurnKup&Chart & Burn-Up and Burn-Down Total%Scope%Line % 800 700 600 500 Remaining Story Points Completed Story Points Cumulative Linear Regression for Completed Story Points Cumulative Total Story Points (Scope) Linear Regression for Total Story Points (Scope) 400 300 200 BurnAup%Line.% Slope=Velocity % 100 0 Iteration 1 Iteration 3 Iteration 5 Iteration 7 Iteration 9 Iteration 11 Iteration 13 Iteration 15 Iteration 0 Iteration 2 Iteration 4 Iteration 6 Iteration 8 Iteration 10 Iteration 12 Iteration 14 Copyright © 2007-2009 Dave Nicolette
  • 31. @MichaelSahota
  • 32. Retrospectives •  No&fixed&format.&There’s&a&whole&book& on&ways&to&run.&& •  Discuss&any&personal,&team&or&process& issues.& •  Discuss&what&worked&and&what&&needs& to&change.& •  Agree&on&top&items&to&be&addressed&and& fixed.& •  See&an7Kpagerns:& hgp://skycoach.be/2011/05/16/agileKretrospec7vesKan7K pagerns/&&&
  • 33. No Time (Retrospective Anti-Pattern) Photo: http://www.flickr.com/photos/wwarby/
  • 34. No Team CC Gerry Kirk
  • 35. No Safety (Retrospective Anti-Pattern) Photo: http://www.flickr.com/photos/c_nilsen/
  • 36. No Tools (Retrospective Anti-Pattern)
  • 37. No Action (Retrospective Anti-Pattern) •  Who?& •  What?&& •  When?& Failure&to&act&is&a&guaranteed& Retrospec7ve&Killer.&
  • 38. Some Tips •  Start&by&reviewing&ac7on&items&from&last& retrospec7ve.& •  Have&everyone&sign&up&for&ONE&ac7on&item.&If& the&finish,&they&can&pick&up&another&one.& •  Walk&management&through&the&output&and& ask&them&what&they&can&help&with&
  • 39. Ask Scary Questions with Secret Ballot
  • 40. Some Easy Retrospective Practices via Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices n EMEA. How to make your retrospective the heart of your agile process See full slide deck: http://www.hanoulle.be/2009/10/how-to-make-your-retrospective-the-heart-ofyour-agile-process/
  • 41. Short Retrospectives 1.  2.  3.  4.  5.  Start Doing Stop Doing Keep Doing Less of More of
  • 42. Roti http://www.flickr.com/photos/ben30/2741878021/
  • 43. Histogram
  • 44. Force Field analysis
  • 45. @MichaelSahota
  • 46. Copyright http://www.hostingwiththemostzing.com/?p=12
  • 47. Michael’s Mountain Landscape
  • 48. @MichaelSahota
  • 49. Agile Fails Due to Culture Sources: Multiple Workshops with 100 s of participants; Version One Survey http://agilitrix.com/2012/08/agile-2012-workshop-results/
  • 50. Culture Mismatch will Slow and Ultimately Fail Your Agile Initiative Avoid seductive fantasy that Agile practices will change your Culture. They won t.
  • 51. Adopt Agile Practices that fit Culture (Option 1) Example: Introducing automated testing to reduce regression test costs and time. Find the practice (puzzle piece) that fits your problem.
  • 52. Start Evolving Your Process and Practices with Kanban (Option 2) 1. Visualize Work 2. Add Metrics 3. Make Improvements
  • 53. Change Culture through Organizational Transformation (Option 3) 75% of a company s management is honestly convinced that business as usual is totally unacceptable. - John Kotter
  • 54. Creating A Culture Bubble
  • 55. Photo Credit http://www.flickr.com/photos/51229679@N03/ @MichaelSahota
  • 56. Get Help with Agile Practices to Avoid Wasting Time & Effort One&of&about&50&coaches& worldwide&that&know&how&to&help& organiza7on&succeed&with&Agile*.& & & *&About&half&of&my&work&is&with&Kanban %
  • 57. Get Help with Culture to Develop a 21st Century Workforce I wrote “the book” on Agile & Culture. ! Phone me: 416.999.3297 ! Email me: michael.sahota@agilitrix.com ! Sign up for my newsletter at:! http://agilitrix.com! !