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Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
Agile Development
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Agile Development

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an introduction to agile development & scrum as presented and discussed with students @ Aristotle University of Thessalonki, School of Informatics, February 2014

an introduction to agile development & scrum as presented and discussed with students @ Aristotle University of Thessalonki, School of Informatics, February 2014

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  • 1. Agile development Maria Zianika, Agile Coach @ Intracom Telecom S.A Nikos Batsios, Agile Coach @ Intracom Telecom S.A ! Aristotle University of Thessaloniki, School of Informatics, February 2014
  • 2. Benefits from being Agile 2
  • 3. How do we learn to be AGILE ? 4 FOLLOW BREAK TRANSCEND
  • 4. What are the problems we are solving with agile ? 5 Time Box
  • 5. Defined Process 6
  • 6. Empirical Process 7
  • 7. The Tunnel of Uncertainty
 8
  • 8. What is our mindset to succeed with uncertainty? 9
  • 9. Which is our attitudes and habits to succeed with uncertainty? 10
  • 10. Fixed vs Growth Mindset - Context of Personal Life 11 Avoid challenges and obstacles because risk of failure. Stick to what they know and can do. Failure is an impression of lack of talent therefore quick to blame and be defensive. Feedback and criticism is personal as it impacts self- image. Not change or improve so to this confirms that “they are as they are.” Desire continuous learning. Confront uncertainties. Embrace challenges because will learn something new Not afraid to fail – an opportunity to learn
 Put lots of effort to learn and master something new 
 Feedback and criticism is not about them but about current capabilities Elicit feedback since it is a source of new information and learning
  • 11. Fixed vs Agile Mindset - Context of Work 12 Desire to avoid failure and be on schedule regardless of the changes. Avoids challenges and obstacles because risk of failure. Stick to what they know and can do. Failure is an impression of lack of planning, therefore quick to blame and be defensive. Feedback and criticism is the team as it impacts self-image. They don’t welcome change or learn so to but rather push away the change as much as possible Desire continuous learning. Confront uncertainties. Embracing challenges because will learn something new Not afraid to fail – an opportunity to learn
 Put lots of effort to learn and master something new Feedback and criticism is not about team but about current product Elicit feedback since it is a source of new information and learning
  • 12. What to do to handle uncertainty? 13 FIXED MINDSET APPROACH TO MANAGING UNCERTAINTY ! REDUCING UNCERTAINTY BY “NAILING THINGS DOWN.” LOOKING TO FIX AND CONFIRM THINGS. AGILE MINDSET APPROACH TO MANAGING UNCERTAINTY ! REDUCING UNCERTAINTY BY DISCOVERING AND LEARNING. LOOKING TO LEARN AND DISCOVER IN THE MOST EFFICIENT WAY POSSIBLE.
  • 13. Agile Manifesto 14 UNCERTAINTY AGILE MINDSET SW DEVELOPMENT AGILE MANIFESTO + + =
  • 14. Agile Manifesto 15 Manifesto for Agile Software Development ! We are uncovering better ways of developing
 software by doing it and helping others do it.
 Through this work we have come to value: Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan That is, while there is value in the items on
 the right, we value the items on the left more.
  • 15. Agile Mindset 16 AGILE IS A MINDSET A MINDSET IS THE ESTABLISHED SET OF ATTITUDES HELD BY SOMEONE GOAL TO LEARN FAILURE AS AN OPTION TO LEARN FAIL FAST, LEARN CONSTANTLY EMBRACE CHALLENGE EFFORT IS THE PATH TO MASTERY ABILITY CAN GROW PERFECT IS A VERB
  • 16. Agile Mindset 17 AGILE IS A MINDSET ESTABLISHED THROUGH FOUR VALUES INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN
  • 17. Agile Mindset 18 AGILE IS A MINDSET ESTABLISHED THROUGH FOUR VALUES GROUNDED BY TWELVE PRINCIPLES #1 OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND CONTINUOUS DELIVERYOF VALUABLE SOFTWARE ! #2 WELCOME CHANGING REQUIREMENTS, EVEN LATE IN DEVELOPMENT AGILE PROCESSES HARNESS CHANGE FOR THE CUSTOMER'S COMPETITIVE ADVANTAGE ! #3 DELIVER WORKING SOFTWARE FREQUENTLY, FROM A COUPLE OF WEEKS TO A COUPLE OF MONTHS, WITH A PREFERENCE TO THE SHORTER TIMESCALE ! #4 BUSINESS PEOPLE AND DEVELOPERS MUST WORK TOGETHER DAILY THROUGHOUT THE PROJECT ! #5 BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE ! #6 THE MOST EFFICIENT AND EFFECTIVE METHOD OF CONVEYING INFORMATION TO AND WITHIN A DEVELOPMENT TEAM IS FACE-TO- FACE CONVERSATION
  • 18. Agile Mindset 19 AGILE IS A MINDSET ESTABLISHED THROUGH FOUR VALUES GROUNDED BY TWELVE PRINCIPLES #7 WORKING SOFTWARE IS THE PRIMARY MEASURE OF PROGRESS ! #8 AGILE PROCESSES PROMOTE SUSTAINABLE DEVELOPMENT. THE SPONSORS, DEVELOPERS, AND USERS SHOULD BE ABLE TO MAINTAIN A CONSTANT PACE INDEFINITELY ! #9 CONTINUOUS ATTENTION TO TECHNICAL EXCELLENCE AND GOOD DESIGN ENHANCES AGILITY ! #10 SIMPLICITY—THE ART OF MAXIMIZING THE AMOUNT OF WORK NOT DONE--IS ESSENTIAL ! #11 THE BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELF- ORGANIZING TEAMS ! #12 AT REGULAR INTERVALS, THE TEAM REFLECTS ON HOW TO BECOME MORE EFFECTIVE, THEN TUNES AND ADJUSTS ITS BEHAVIOR ACCORDINGLY
  • 19. Agile Mindset 20 AGILE IS A MINDSET ESTABLISHED THROUGH FOUR VALUES GROUNDED BY TWELVE PRINCIPLES MANIFESTED THROUGH MANY DIFFERENT PRACTICES RODUCT VISIONING, PROJECT CHARTERING, AFFINITY (RELATIVE) ESTIMATION
 SIZE-BASED (POINT) ESTIMATION, PLANNING POKER, GROUP ESTIMATION
 VALUE-BASED DOCUMENTATION, PRIORITISED PRODUCT BACKLOG
 USER STORIES, PROGRESSIVE ELABORATION
 STORY MAPS / MMF, STORY SLICING, ACCEPTANCE TESTS AS REQUIREMENTS
 SHORT ITERAONS, WIP LIMITS
 EARLY AND FREQUENT RELEASES
 ROADMAPPING VELOCITY-BASED PLANNING AND COMMITMENT ITERATION PLANNING / ITERATION BACKLOG RELEASE PLANNING / RELEASE BACKLOG
 TIME BOXED ITERATION
 ADAPTIVE (MULTI-LEVEL) PLANNING, PAIR PROGRAMMING, CONTINUOUS INTEGRATION
 RISK BACKLOG TEAM STRUCTURE, TEST AUTOMATION, VERSION CONTROL
 PULL-BASED SYSTEMS SLACK SUSTAINABLE PACE, BURN UP/BURN DOWN CHARTS
  • 20. Agile Mindset 21 AGILE IS A MINDSET ESTABLISHED THROUGH FOUR VALUES GROUNDED BY TWELVE PRINCIPLES MANIFESTED THROUGH MANY DIFFERENT PRACTICES SCRUM KANBAN YOUR AGILE PROCESS
  • 21. Doing Agile, Being Agile 22 DOING AGILE LEARNING THE PRACTICES AND APPLYING THEM WITHOUT KNOW THE MINDSET AND PRINCIPLES TO KNOW WHEN TO TAILOR AND HOW TO SELECT THE APPROPRIATE PRACTICES BEING AGILE INTERNALIZING THE MINDSET, VALUES, AND PRINCIPLES THEN APPLYING THE RIGHT PRACTICES AND TAILORING THEM TO DIFFERENT SITUATIONS AS THEY ARISE
  • 22. Other Domains? 23 SW DEVELOPMENT 4 VALUES 12 PRINCIPLES FINANCE ? VALUES ? PRINCIPLES EDUCATION ? VALUES ? PRINCIPLES MARKETING ? VALUES ? PRINCIPLES OPERATIONS ? VALUES ? PRINCIPLES OTHER ? VALUES ? PRINCIPLES
  • 23. Scrum process overview 24
  • 24. Scaling Agile ! Scaling Agile in Feature Development ▪ There are 6 sites, geographically distributed (Germany, Greece, Croatia, Italy etc) ▪ In total there are 44 teams, each comprising of 6-8 team members ▪ The distribution of teams in the various sites is more or less even. ▪ Feature development relies a lot on collocation of teams (if possible). ▪ ~ 70% of features involve 2-3 teams. In these cases collocation of Scrum teams is usually feasible. ▪ ~ 30% of the features involve more than 4 teams and up to 7 teams ▪ Duration of features varies • small features are at the range of 24- 33 weeks • large features 42 weeks – 51 weeks ▪ Scrum Masters are responsible for no more than two teams each. ▪ PDO are responsible for no more than 2 teams. In the case of large features, a proxy PDO is appointed per 2 teams while a Main PDO is in charge of the Feature 25
  • 25. Diameter Signaling Controller Development ! Distributed development team ▪ 4 teams in Aachen, Germany ▪ 2 teams in Thessaloniki ▪ 2 in Athens ! ! 1 Backlog , 8 Pdos, 5 ScM ! ! Heavy use of tele- & video- conference for information distribution and problem solving ▪ eg. daily across team stand up ! ‣ Close customer collaboration ! ‣ Facilitation team 26
  • 26. References ! The Power of an Agile Mindset, L. Rising ! History and overview of Agile Development, A. Sidky 26

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