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Delivering value early
                        and often, giving
                       ourselves the best
                    opportunity to beat the
                    competition to market,
                      realize revenue and
                    discover insights that
                    we can use to help us
                            improve




The Business Proposition
Roadmap to “being” agile
•   Delivery of commercial or operational value early and
    often, giving ourselves the best opportunity to beat the                           Agile
    competition to market, realize revenue and discover                             Coaching &
    insights that we can use to help us improve                                      Training

•   Cross-functional, collaborative and adaptive teams
    developing and delivering value-added product (system-
    software) increments in a continuous flow from
    requirements to deployment                                                       Agile             Scrum
•   Avoiding the high cost of discovering defects late in the   Cultural            Adoption         Coaching &
                                                                Renewal                               Training
    development cycle by discovering defects early in the
    development cycle which is accomplished by
    eliminating waste, increasing feedback loops and
    developing code from the point of view of provability
    and outside-in design
                                                                                   Organizational
•   Emphasis is placed on the need for teams to nurture                               Change
                                                                                    Management
    group cohesion, and paying attention to norms that
    serve as a guide that strengthens positive practices
•   Minimizing frustration levels and making the art and
    science of system-software development enjoyable and                    Delivering value early and
    not a burden or death march                                            often, giving ourselves the
                                                                           best opportunity to beat the
•   The what, why, and how of agile/lean product (system-
                                                                             competition to market,
    software) development and delivery is not one persons                      realize revenue and
    vision alone; to become reality it needs to be a "shared"               discover insights that we
    vision through negotiation and compromise between                      can use to help us improve
    individuals, the team and the organization
                                                                                                              2
Recent
                                 Data Points




Russell Pannone (805) 910-6481             3
4
5
Gain
  feedback     Accept      Lower
   through     change    project risk
   iterative   without    through
incremental    slowing     higher
     value      down      visibility
   delivery

                          Delivering
                         value early
                          and often,
                             giving
                           ourselves
                            the best
                         opportunity
                          to beat the
                         competition
                          to market,
                             realize
                            revenue
                               and
                           discover
                            insights
                         that we can
                         use to help
                         us improve

                                   6
Four Spheres
      of Influence
                                                                   CMU/SEI-2002-TR-009, ESC-TR-2002-009, July 2002


1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (including
   quality attributes such as performance, security and reliability), end-user business processes, business
   drivers and operational environment.
2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, the
   relationships between them, and how they fit with the enterprise system. The elements include
   structure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economic
   and technologic constraints and tradeoffs.
3. Sphere 3 - Marketplace: This sphere denotes available and emerging technology and products, non-
   development items and relevant standards.
4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of the
   project. These aspects consider the cost, schedule and risk of building, fielding and supporting the
   solution. Key to these management aspects are the cost, schedule and risk of changing the necessary
   business processes.

   These four spheres are simultaneously defined and traded through the life of an agile and
  lean project because a decision in one sphere will inform and likely constrain the decisions
                             that can be made in another sphere                              7
8
Copyright © 2005, Mountain Goat Software



1. Agile puts the Product Owner (aka “the business” or customer representative) in the
driver’s seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get
to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice
assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the
development process.

2. Agile allows the business to quickly react to changing market conditions and needs – The only
thing constant in today’s economy is change. Businesses need to be able to make quick course corrections in order to
survive.

3. Agile provides visibility into the development process – For many customers software development is a
dark art. They don’t have the background in order to understand the technical details and in most cases the development
team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development
lifecycle, providing enhanced visibility.

4. Agile also puts the Development Team in the driver’s seat - While the Product Owner is responsible
for “what” is to be developed the Development Team is self-directing and self-organizing as to “how” to develop the system-
software product
                                                                       Copyright © 2008 Russell Pannone. All rights reserved.


                                                                                                                                9
Tooling Project - Product Backlog




                                    10
Characteristics of good stories
          As a <who/user> I want <what/goal> so that <why/reason>

 A good story is negotiable, testable, estimatable, commercially or
  operationally value-adding, cohesive and loosely-coupled
 It is not an explicit contract for features or functionality; rather stories
  are short descriptions of functionality, the details of which are to be
  refined in a conversation between the Product Owner (aka, the business or
  customer) and the development team
 The challenge comes in learning to include just enough detail to be able to
  prioritize and estimate the size of story and minimize ambiguity
   Story1                                     Story4
   As an eligible user, I want to pay the     As an eligible user, I want to access my       Story11
   onetime registration fee of $10, so        record and delete any or all of my             As an eligible user, I want to view a list
   that I can access my driver’s record in    information to keep it current                 of assembled answers to questions
   the future                                                                                asked most frequently of the DMV

                                              Story5
   Story2                                                                                    Story12
                                              As an eligible user, I want to access my
   As an eligible user, I want to create a                                                   As an eligible user, I want to be able
                                              record and change any or all of my
   unique user name and password so                                                          find an address for my local DMV
                                              information to keep it current
   that my access is limited to my record                                                    office and print the results
   and to track activity and payment
                                              Story6                                         Story13
   Story3                                     As an eligible user, I want multiple           As the application, I want to maintain
   As an eligible user, I want to access my   payment options to pay fees so that I          an audit trail of changes for each
   record, so that I can verify that it is    am able to access the features of the          eligible user record indicating all edits
   correct                                    DMV site that require payment
                                                                                         Copyright © 2008 Russell Pannone. All rights reserved.   11
Acceptance
                                                          Criteria

   Acceptance criteria, represents the details for a story and specifies the
    desired behavior and functionality the system-software must implement
   Acceptance criteria answer the question, “How will I know when I’m done
          with the story?”
   Acceptance criterion is high level tests to verify and validate the
    completeness of a story or stories implemented during a Sprint/Iteration,
    expressed in a business domain language
      These tests are created ideally through collaboration between business
       customers, business analysts, testers and developers; however the Product
       Owner (aka, the business or customer) is the primary owner of these
       conditions-of-satisfaction
   Test cases and acceptance criteria are two different things
   Test cases answer the questions, “How do I test and what are the test
    steps?”
Copyright © 2008 Russell Pannone. All rights reserved.                          12
 Depiction of the user
  interface or maybe even a
  report layout, is just as
  much a part of the details
  behind a story as
  acceptance criteria
 Wireframes and screen
  mockups are often
  attached to stories as a
  basic visual guide used in
  interface design by the
  development team
 Low fidelity diagrams
  depicting a candidate
  solution may also be
  attached to stories to
  visually communicate its
  design           Copyright © 2008 Russell Pannone. All rights reserved.   13
Where do
                                          Optional
                                                                        Stories
                                                                      come from
                                                                 Optional



                                   Optional
                                                                                     Bus
                                                                                   Strategy


                                                         Use Cases
                                                                                  Business
                                                                                   Model

                                                                            System Requirements
                           Customer                                              Functional

                       Business Partner
                                                                                     &
                                                                               Non-Functional
                        Product Owner
                             Team                                           Solution/IT-Services

Copyright © 2008 Russell Pannone. All rights reserved.                                             14
5 levels of Agile Planning
                     What, Who, Why, When, Constraints,
 Product Vision      Assumptions
                     Releases – Date, Theme/Feature Set,
Product Roadmap      Objective, Development Approach
                       Iteration, Team Capacity, Stories, Priority,
Release Planning       Size, Estimates, Definition of Done

                         Stories – Tasks, Definition of Done
Iteration Planning       Level-of Effort, Commitment


                         1. What did I do yesterday?
 Daily Planning          2. What will I do today?
                         3. What is blocking me?



                                                              15
A Paradigm Shift

              Fixed




            Variable
            Source: www.dsdm.org




How is Agile Planning Different from Traditional Approaches?
                                                         16
1. Selecting Stories from the
                                                            Product Backlog based on
                                                            the team’s velocity
                                                         2. Identifying the tasks to
                                                            realize a selected Story
                                                         3. Estimating the level-of-
                                                            effort required to
                                                            complete the task




Copyright © 2008 Russell Pannone. All rights reserved.                              17
1. Performing tasks to
                                                            complete the story
                                                         2. Completing the story
                                                            based on story acceptance
                                                            criteria and team's
                                                            definition of done
                                                         3. Developing and delivering
                                                            commercial or operational
                                                            value incrementally




Copyright © 2008 Russell Pannone. All rights reserved.                             18
19
Reduce Waste                Feedback Loops
• Remove what isn’t of        • Sprint Review & Planning
  value to the customer       • Sprint Retrospective
• Quicker delivery of value   • Daily Scrum
  & ROI
                                                           20

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Agile and Lean Business Proposition

  • 1. Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve The Business Proposition
  • 2. Roadmap to “being” agile • Delivery of commercial or operational value early and often, giving ourselves the best opportunity to beat the Agile competition to market, realize revenue and discover Coaching & insights that we can use to help us improve Training • Cross-functional, collaborative and adaptive teams developing and delivering value-added product (system- software) increments in a continuous flow from requirements to deployment Agile Scrum • Avoiding the high cost of discovering defects late in the Cultural Adoption Coaching & Renewal Training development cycle by discovering defects early in the development cycle which is accomplished by eliminating waste, increasing feedback loops and developing code from the point of view of provability and outside-in design Organizational • Emphasis is placed on the need for teams to nurture Change Management group cohesion, and paying attention to norms that serve as a guide that strengthens positive practices • Minimizing frustration levels and making the art and science of system-software development enjoyable and Delivering value early and not a burden or death march often, giving ourselves the best opportunity to beat the • The what, why, and how of agile/lean product (system- competition to market, software) development and delivery is not one persons realize revenue and vision alone; to become reality it needs to be a "shared" discover insights that we vision through negotiation and compromise between can use to help us improve individuals, the team and the organization 2
  • 3. Recent Data Points Russell Pannone (805) 910-6481 3
  • 4. 4
  • 5. 5
  • 6. Gain feedback Accept Lower through change project risk iterative without through incremental slowing higher value down visibility delivery Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve 6
  • 7. Four Spheres of Influence CMU/SEI-2002-TR-009, ESC-TR-2002-009, July 2002 1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (including quality attributes such as performance, security and reliability), end-user business processes, business drivers and operational environment. 2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, the relationships between them, and how they fit with the enterprise system. The elements include structure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economic and technologic constraints and tradeoffs. 3. Sphere 3 - Marketplace: This sphere denotes available and emerging technology and products, non- development items and relevant standards. 4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of the project. These aspects consider the cost, schedule and risk of building, fielding and supporting the solution. Key to these management aspects are the cost, schedule and risk of changing the necessary business processes. These four spheres are simultaneously defined and traded through the life of an agile and lean project because a decision in one sphere will inform and likely constrain the decisions that can be made in another sphere 7
  • 8. 8
  • 9. Copyright © 2005, Mountain Goat Software 1. Agile puts the Product Owner (aka “the business” or customer representative) in the driver’s seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the development process. 2. Agile allows the business to quickly react to changing market conditions and needs – The only thing constant in today’s economy is change. Businesses need to be able to make quick course corrections in order to survive. 3. Agile provides visibility into the development process – For many customers software development is a dark art. They don’t have the background in order to understand the technical details and in most cases the development team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development lifecycle, providing enhanced visibility. 4. Agile also puts the Development Team in the driver’s seat - While the Product Owner is responsible for “what” is to be developed the Development Team is self-directing and self-organizing as to “how” to develop the system- software product Copyright © 2008 Russell Pannone. All rights reserved. 9
  • 10. Tooling Project - Product Backlog 10
  • 11. Characteristics of good stories As a <who/user> I want <what/goal> so that <why/reason>  A good story is negotiable, testable, estimatable, commercially or operationally value-adding, cohesive and loosely-coupled  It is not an explicit contract for features or functionality; rather stories are short descriptions of functionality, the details of which are to be refined in a conversation between the Product Owner (aka, the business or customer) and the development team  The challenge comes in learning to include just enough detail to be able to prioritize and estimate the size of story and minimize ambiguity Story1 Story4 As an eligible user, I want to pay the As an eligible user, I want to access my Story11 onetime registration fee of $10, so record and delete any or all of my As an eligible user, I want to view a list that I can access my driver’s record in information to keep it current of assembled answers to questions the future asked most frequently of the DMV Story5 Story2 Story12 As an eligible user, I want to access my As an eligible user, I want to create a As an eligible user, I want to be able record and change any or all of my unique user name and password so find an address for my local DMV information to keep it current that my access is limited to my record office and print the results and to track activity and payment Story6 Story13 Story3 As an eligible user, I want multiple As the application, I want to maintain As an eligible user, I want to access my payment options to pay fees so that I an audit trail of changes for each record, so that I can verify that it is am able to access the features of the eligible user record indicating all edits correct DMV site that require payment Copyright © 2008 Russell Pannone. All rights reserved. 11
  • 12. Acceptance Criteria  Acceptance criteria, represents the details for a story and specifies the desired behavior and functionality the system-software must implement  Acceptance criteria answer the question, “How will I know when I’m done with the story?”  Acceptance criterion is high level tests to verify and validate the completeness of a story or stories implemented during a Sprint/Iteration, expressed in a business domain language  These tests are created ideally through collaboration between business customers, business analysts, testers and developers; however the Product Owner (aka, the business or customer) is the primary owner of these conditions-of-satisfaction  Test cases and acceptance criteria are two different things  Test cases answer the questions, “How do I test and what are the test steps?” Copyright © 2008 Russell Pannone. All rights reserved. 12
  • 13.  Depiction of the user interface or maybe even a report layout, is just as much a part of the details behind a story as acceptance criteria  Wireframes and screen mockups are often attached to stories as a basic visual guide used in interface design by the development team  Low fidelity diagrams depicting a candidate solution may also be attached to stories to visually communicate its design Copyright © 2008 Russell Pannone. All rights reserved. 13
  • 14. Where do Optional Stories come from Optional Optional Bus Strategy Use Cases Business Model System Requirements Customer Functional Business Partner & Non-Functional Product Owner Team Solution/IT-Services Copyright © 2008 Russell Pannone. All rights reserved. 14
  • 15. 5 levels of Agile Planning What, Who, Why, When, Constraints, Product Vision Assumptions Releases – Date, Theme/Feature Set, Product Roadmap Objective, Development Approach Iteration, Team Capacity, Stories, Priority, Release Planning Size, Estimates, Definition of Done Stories – Tasks, Definition of Done Iteration Planning Level-of Effort, Commitment 1. What did I do yesterday? Daily Planning 2. What will I do today? 3. What is blocking me? 15
  • 16. A Paradigm Shift Fixed Variable Source: www.dsdm.org How is Agile Planning Different from Traditional Approaches? 16
  • 17. 1. Selecting Stories from the Product Backlog based on the team’s velocity 2. Identifying the tasks to realize a selected Story 3. Estimating the level-of- effort required to complete the task Copyright © 2008 Russell Pannone. All rights reserved. 17
  • 18. 1. Performing tasks to complete the story 2. Completing the story based on story acceptance criteria and team's definition of done 3. Developing and delivering commercial or operational value incrementally Copyright © 2008 Russell Pannone. All rights reserved. 18
  • 19. 19
  • 20. Reduce Waste Feedback Loops • Remove what isn’t of • Sprint Review & Planning value to the customer • Sprint Retrospective • Quicker delivery of value • Daily Scrum & ROI 20