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)

  1. 1. I don’t do agile, I am agile!<br />@BarryOReilly<br />www.barryoreilly.com<br />http://www.linkedin.com/in/barryoreilly<br />
  2. 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 & Jim Highsmith<br />
  3. 3. What will we cover?<br />
  4. 4. Problems adopting and practicing Agile in organisations<br />
  5. 5. Follow what is in the book – we’re Agile!<br />
  6. 6. Agile project failing to deliver or live up to expectations<br />
  7. 7. But we are doing everything X says to do<br />
  8. 8. Maybe Agile isn’t for usIt does not workA myth<br />
  9. 9. Practices and Principles<br />Agile<br /><ul><li>SCRUM
  10. 10. XP</li></ul>Lean and Kanban<br />
  11. 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. 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. 13. Kanban<br />Visualise The Workflow<br />Limit Work In Progress<br />Manage Flow<br />Make Process Policies Explicit<br />Improve Collaboratively <br />
  14. 14. Change your perspective <br />
  15. 15. Instead of trying to do everything that’s prescribedAsk why are we doing it?<br />
  16. 16. Do we need to do it?Does it work for the product we trying to build?<br />
  17. 17. Reverse thinking<br />
  18. 18. The best place to begin an intellectual journey is at its end – Russell Ackoff<br />
  19. 19. Visionaries look ahead to a desired endKnow where they want to be<br />
  20. 20. Work backwards to find a way of getting there<br />
  21. 21. Bad smells<br />
  22. 22. To do more of what is not working now, is to do more of what will not work in the future<br />
  23. 23. Trying to do the wrong thing right<br />
  24. 24. Being ineffective<br />
  25. 25. How do we know?<br />
  26. 26. Practices and Principles<br />Agile<br /><ul><li>SCRUM
  27. 27. XP</li></ul>Lean<br /><ul><li>Kanban
  28. 28. Muda (Eliminating waste)
  29. 29. Amplify learning
  30. 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. 31. Go Compare<br />
  32. 32. Compare<br />Kanban<br />3 Practices<br /><ul><li>Event Driven
  33. 33. Specialist teams
  34. 34. No Roles Prescribed
  35. 35. Add Items when capacity
  36. 36. Estimation Optional</li></ul>SCRUM<br />14 Practices<br /><ul><li>Time boxed
  37. 37. Cross Functional teams
  38. 38. Roles Prescribed
  39. 39. Cannot Add Items
  40. 40. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  41. 41. Developer centric
  42. 42. Collective Ownership
  43. 43. Small releases
  44. 44. Planning game</li></ul> Prescriptive Adaptive<br />
  45. 45. Focus on using the practices that suit the context Don’t simply stick with one discipline and one alone<br />
  46. 46. Great idea! When do we start?<br />
  47. 47. Day One to Last Day<br />
  48. 48. Example<br />
  49. 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. 50. Change perspective<br />
  51. 51. Change Going Forward<br />
  52. 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. 53. What are the indicators for what practices to use?<br />
  54. 54. What To Think About….<br />Project Brief<br />Green or Brown Fields<br />New Product Development<br />Heavy Lifting <br />Integration<br />
  55. 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. 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. 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. 58. What To Think About….<br />Environment<br />Technology<br />Tools <br />Office Space<br />Desk Space<br />
  59. 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. 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. 61. So back to SCRUM, XP or Kanban<br />
  62. 62. Kanban<br />3 Practices<br /><ul><li>Event Driven
  63. 63. Specialist teams
  64. 64. No Roles Prescribed
  65. 65. Add Items when capacity
  66. 66. Estimation Optional</li></ul>SCURM<br />14 Practices<br /><ul><li>Time boxed
  67. 67. Cross Functional teams
  68. 68. Roles Prescribed
  69. 69. Cannot Add Items
  70. 70. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  71. 71. Developer centric
  72. 72. Collective Ownership
  73. 73. Small releases
  74. 74. Planning game</li></li></ul><li>Stop thinking about what discipline to useStarting thinking about what practice will be useful <br />
  75. 75. Kanban<br />3 Practices<br /><ul><li>Event Driven
  76. 76. Specialist teams
  77. 77. No Roles Prescribed
  78. 78. Add Items when capacity
  79. 79. Estimation Optional</li></ul>SCURM<br />14 Practices<br /><ul><li>Time boxed
  80. 80. Cross Functional teams
  81. 81. Roles Prescribed
  82. 82. Cannot Add Items
  83. 83. Estimation Required</li></ul>XP <br />12 Practices<br /><ul><li>Iterative
  84. 84. Developer centric
  85. 85. Collective Ownership
  86. 86. Small releases
  87. 87. Planning game</li></li></ul><li><ul><li>Time boxed
  88. 88. Cross Functional teams
  89. 89. Roles Prescribed
  90. 90. Cannot Add Items
  91. 91. Estimation Required
  92. 92. Event Driven
  93. 93. Specialist teams
  94. 94. No Roles Prescribed
  95. 95. Add Items when capacity
  96. 96. Estimation Optional
  97. 97. Iterative
  98. 98. Developer centric
  99. 99. Collective Ownership
  100. 100. Small releases
  101. 101. Planning game</li></li></ul><li>Lean Thinking<br />
  102. 102. There is nothing so useless as doing efficiently that which should not be done at all - Peter Drucker<br />
  103. 103. Minimum amount to succeed<br />
  104. 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. 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. 106. Amplified learning<br />Continuous learning process<br />Making mistakes and learning<br />Increased feedback<br />
  107. 107. Question Everything<br />
  108. 108. Is what we are doing valuable or slowing us down?<br />
  109. 109. Is it relevant for what we are trying to do?<br />
  110. 110. What purpose is it meant to serve- is it achieving it?<br />
  111. 111. If we didn’t do it what would happen?<br />
  112. 112. Continuous Improvement<br />
  113. 113. Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do<br />
  114. 114. Learn more when things are wrong not right<br />
  115. 115. Try things outDon’t be afraid to fail<br />
  116. 116. Do not waste your failures<br />
  117. 117. It's not FAILURE that we should celebrate - but the LEARNING that ensues<br />
  118. 118. Kaizen<br />
  119. 119. Thank youIf you like what you saw talk to me about joining ThoughtWorks<br />

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