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I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
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I don't do agile, i am agile (Barry O'Reilly)

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  • 1. I don’t do agile, I am agile!<br />@BarryOReilly<br />www.barryoreilly.com<br />http://www.linkedin.com/in/barryoreilly<br />
  • 2. Whoare ThoughtWorks?<br />Enterprise Agile and Technology consulting <br />Offices in US, UK, Germany, India, Brazil, China and Australia<br />1,800 people worldwide<br />Creators of GO!, Twist and Mingle<br />Martin Fowler &amp; Jim Highsmith<br />
  • 3. What will we cover?<br />
  • 4. Problems adopting and practicing Agile in organisations<br />
  • 5. Follow what is in the book – we’re Agile!<br />
  • 6. Agile project failing to deliver or live up to expectations<br />
  • 7. But we are doing everything X says to do<br />
  • 8. Maybe Agile isn’t for usIt does not workA myth<br />
  • 9. Practices and Principles<br />Agile<br /><ul><li>SCRUM
  • 10. XP</li></ul>Lean and Kanban<br />
  • 11. SCRUM - Practices<br />Meetings<br />Daily Stand Up<br />Sprint Planning<br />Showcase<br />Retrospective<br />Time-boxing<br />Sprint<br />Spikes <br />Artifacts<br />Product Backlog<br />Sprint Backlog<br />Burn Down<br />Roles<br />SCRUM Team<br />SCRUM Master<br />Product Owner<br />Users<br />
  • 12. XP – Practices<br />Feedback<br />User Stories (Planning)<br />Whole team <br />Test Driven Development<br />Pair Programming<br />Welfare<br />Sustainable Pace<br />Shared Understanding<br />Simple Design<br />System Metaphor<br />Collective Code Ownership<br />Continuous Process<br />Continuous Integration<br />Design Improvement<br />Small Releases<br />
  • 13. Kanban<br />Visualise The Workflow<br />Limit Work In Progress<br />Manage Flow<br />Make Process Policies Explicit<br />Improve Collaboratively <br />
  • 14. Change your perspective <br />
  • 15. Instead of trying to do everything that’s prescribedAsk why are we doing it?<br />
  • 16. Do we need to do it?Does it work for the product we trying to build?<br />
  • 17. Reverse thinking<br />
  • 18. The best place to begin an intellectual journey is at its end – Russell Ackoff<br />
  • 19. Visionaries look ahead to a desired endKnow where they want to be<br />
  • 20. Work backwards to find a way of getting there<br />
  • 21. Bad smells<br />
  • 22. To do more of what is not working now, is to do more of what will not work in the future<br />
  • 23. Trying to do the wrong thing right<br />
  • 24. Being ineffective<br />
  • 25. How do we know?<br />
  • 26. Practices and Principles<br />Agile<br /><ul><li>SCRUM
  • 27. XP</li></ul>Lean<br /><ul><li>Kanban
  • 28. Muda (Eliminating waste)
  • 29. Amplify learning
  • 30. Deliver as fast as possible</li></li></ul><li>It is important that an aim never be defined in terms of a specific activity or method. – Edward Deming<br />
  • 31. Go Compare<br />
  • 32. Compare<br />Kanban<br />3 Practices<br /><ul><li>Event Driven
  • 33. Specialist teams
  • 34. No Roles Prescribed
  • 35. Add Items when capacity
  • 36. Estimation Optional</li></ul>SCRUM<br />14 Practices<br /><ul><li>Time boxed
  • 37. Cross Functional teams
  • 38. Roles Prescribed
  • 39. Cannot Add Items
  • 40. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  • 41. Developer centric
  • 42. Collective Ownership
  • 43. Small releases
  • 44. Planning game</li></ul> Prescriptive Adaptive<br />
  • 45. Focus on using the practices that suit the context Don’t simply stick with one discipline and one alone<br />
  • 46. Great idea! When do we start?<br />
  • 47. Day One to Last Day<br />
  • 48. Example<br />
  • 49. Day One<br />Management felt need to control and manage team<br />Showed a lack of involvement in the project (Agile too time consuming)<br />Wanted progress reports every two weeks<br />SCRUM by the book<br />Time-boxing led to mini-Waterfall mentality<br />Sprint planning meeting (taking hours and all team members)<br />Build broken, still go to prescribed meetings<br />Estimate in points, task in hours, Burn down in hours<br />
  • 50. Change perspective<br />
  • 51. Change Going Forward<br />
  • 52. Last Day<br />Only formality <br />Showcase to external stakeholders<br />Report outwards on velocity covered since last report cycle<br />Stakeholders <br />require continual engagement at story review and showcase<br />Forced to prioritised<br />Developers<br />Story huddles meant they only review stories they work on<br />Focus on writing code, not hang out in meetings<br />
  • 53. What are the indicators for what practices to use?<br />
  • 54. What To Think About….<br />Project Brief<br />Green or Brown Fields<br />New Product Development<br />Heavy Lifting <br />Integration<br />
  • 55. What To Think About….<br />Organisation<br />Experience of Agile<br />Open to change<br />Culture <br />People need to feel secure, otherwise display defensive behaviour <br />
  • 56. What To Think About….<br />Hand over and collaboration <br />Always available<br />Not with team continually<br />Intermittently<br />Only attend schedule meetings<br />
  • 57. What To Think About….<br />Composition Of The Team<br />Co-located<br />Distributed<br />Same working hours<br />Different time zones<br />
  • 58. What To Think About….<br />Environment<br />Technology<br />Tools <br />Office Space<br />Desk Space<br />
  • 59. What To Think About….<br />Releasing<br />Automated or Manual <br />How often can you deploy?<br />On demand<br />Daily, Weekly, Monthly<br />Scheduled cycle<br />
  • 60. What To Think About….<br />Feedback loops<br />Stakeholders<br />Customers<br />Users<br />Cannot improve if you do not get it<br />
  • 61. So back to SCRUM, XP or Kanban<br />
  • 62. Kanban<br />3 Practices<br /><ul><li>Event Driven
  • 63. Specialist teams
  • 64. No Roles Prescribed
  • 65. Add Items when capacity
  • 66. Estimation Optional</li></ul>SCURM<br />14 Practices<br /><ul><li>Time boxed
  • 67. Cross Functional teams
  • 68. Roles Prescribed
  • 69. Cannot Add Items
  • 70. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  • 71. Developer centric
  • 72. Collective Ownership
  • 73. Small releases
  • 74. Planning game</li></li></ul><li>Stop thinking about what discipline to useStarting thinking about what practice will be useful <br />
  • 75. Kanban<br />3 Practices<br /><ul><li>Event Driven
  • 76. Specialist teams
  • 77. No Roles Prescribed
  • 78. Add Items when capacity
  • 79. Estimation Optional</li></ul>SCURM<br />14 Practices<br /><ul><li>Time boxed
  • 80. Cross Functional teams
  • 81. Roles Prescribed
  • 82. Cannot Add Items
  • 83. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  • 84. Developer centric
  • 85. Collective Ownership
  • 86. Small releases
  • 87. Planning game</li></li></ul><li><ul><li>Time boxed
  • 88. Cross Functional teams
  • 89. Roles Prescribed
  • 90. Cannot Add Items
  • 91. Estimation Required
  • 92. Event Driven
  • 93. Specialist teams
  • 94. No Roles Prescribed
  • 95. Add Items when capacity
  • 96. Estimation Optional
  • 97. Iterative
  • 98. Developer centric
  • 99. Collective Ownership
  • 100. Small releases
  • 101. Planning game</li></li></ul><li>Lean Thinking<br />
  • 102. There is nothing so useless as doing efficiently that which should not be done at all - Peter Drucker<br />
  • 103. Minimum amount to succeed<br />
  • 104. Muda<br />Eliminate waste <br />Not helping get rid of it<br />Using more tools, people or equipment than is needed<br />Software Development is a value creation process<br />Perfect process has no unneeded waste<br />
  • 105. Delivering as fast as possible<br />End goal is to deliver a product<br />Sooner the product is delivered<br />Sooner you get feedback<br />Sooner you can improve it<br />
  • 106. Amplified learning<br />Continuous learning process<br />Making mistakes and learning<br />Increased feedback<br />
  • 107. Question Everything<br />
  • 108. Is what we are doing valuable or slowing us down?<br />
  • 109. Is it relevant for what we are trying to do?<br />
  • 110. What purpose is it meant to serve- is it achieving it?<br />
  • 111. If we didn’t do it what would happen?<br />
  • 112. Continuous Improvement<br />
  • 113. Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do<br />
  • 114. Learn more when things are wrong not right<br />
  • 115. Try things outDon’t be afraid to fail<br />
  • 116. Do not waste your failures<br />
  • 117. It&apos;s not FAILURE that we should celebrate - but the LEARNING that ensues<br />
  • 118. Kaizen<br />
  • 119. Thank youIf you like what you saw talk to me about joining ThoughtWorks<br />

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