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The Agile Buffet Table<br />Building your own Agile process<br />
About Joel and Steve<br />Steve Forte<br />@worksonmypc<br />Joel Semeniuk<br />@joel_semeniuk<br />Microsoft Regional Dir...
Telerik around the world!<br />
Telerik in Austrilia<br />We are looking for partners in Australia<br />Team Productivity Tools Division<br />Content Mana...
Is It Ok …?<br />Is It Ok To Change Scrum?<br />Can you combine practices and still be Agile?<br />Can you be Agile if you...
Agenda<br />Back to the basics:  Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from t...
Process and tools<br />Individuals and interactions<br />Following a plan<br />Responding to change<br />Comprehensive doc...
Back to the Basics<br />“Agile” is about “values” not “rules” and rigid adherence to a process<br />Agile is about embraci...
12 Principles of Agile<br />Early and continuous delivery of software<br />Welcome changing requirements<br />Deliver work...
What are we Changing with Agile?<br />
Agenda<br />Back to the basics:  Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from t...
Influential Agile Methodologies<br />XP (The Past)<br />Scrum (The Present) <br />Kanban (The Future)<br />
Extreme Programming (aka XP)<br />Team of 5-10 programmers <br />Single location<br />On Site Customer<br />Iterative deli...
Core Practices of XP<br />Sit together<br />Whole team<br />Informative workspace<br />Energized work<br />Pair Programmin...
Scrum<br />An Agile methodology that stresses communication<br />Time boxed (sprints) development cycles<br />By design is...
Scrum<br />
Core Practices of Scrum<br />Cross functional and collocated teams of 8 or less<br />Develop in sprints of fixed duration<...
Kanban<br />Japanese for “signal card”<br />From the Toyoda production system (Lean)<br />Define a work flow and visualize...
Kanban<br />
Core Practices of Kanban<br />Define and visualize the workflow<br />Limit Work-in-progress<br />Measure and Manage Flow<b...
Agenda<br />Back to the basics:  Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from t...
Agile is Growing<br />
Mixed Methods are the Norm<br />Source:  Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009<br />
Agile is like a buffet table<br />It is ok to mix and match from different agile methodologies <br />Just make sure your f...
Eating from the buffet table<br />Designing an agile methodology <br />
Scenario 1 – New Distributed Project<br />Characteristics <br />Remote team in different time zone<br />Greenfield project...
Core Practices for Scenario 1 <br />From XP	<br />User Stories<br />Pair Programming<br />Continuous Integration<br />From...
Scenario 2 - Maintenance<br />Characteristics<br />Reactive<br />Continual evaluation<br />Continual delivery<br />Mix of ...
Core Practices for Scenario 2<br />From XP<br />Extensive use of Unit Testing<br />Refactoring and Emergent Design<br />Co...
Scenario 3 – Managed Outsource<br />Characteristics<br />Customer / Supplier <br />Cost and Budget Centric<br />Supplier t...
Core Practices for Scenario 3<br />From XP<br />Extensive use of Unit Testing<br />Refactoring and Emergent Design<br />Co...
What about the others?<br />Can you use TDD and use Scrum?<br />Can you use BDD and use Kanban?<br />
Certain Practices Apply Often<br />Unit Testing<br />Automated Builds<br />Incremental and Continual Releases<br />Emergen...
Start with ScrumPull in Practices via Retrospectives<br />
Questions? <br />
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The Agile Buffet table

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New to Agile? Having challenges implementing an agile process in your organization? Have you been using Scrum, but need to bend the rules to make it work in your organization? Can’t get the business to “buy-in”? Come and learn about implementing an agile process in your organization. You'll look at the “buffet table” of agile processes and procedures and learn how to properly decide “what to eat.” We’ll start by defining XP, Scrum, Kanban and some other popular methodologies and then learn how to mix and match each process for various scenarios, including the enterprise, ISVs, consulting, and remote teams. Then take a look at agile tools and how they will aid in implementing your development process. You’ll see how Microsoft Team Foundation Server 2010 provides process templates for Agile that facilitate better planning and metrics. Learn how Microsoft’s application lifecycle management (ALM) tools can support your development process. Lastly, we will talk about how to “sell” agile to your business partners and customers. The speakers have a very interactive style so participation is encouraged and there will be plenty of time for Q&A.

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  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity— the art of maximizing the amount of work not done— is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Transcript of "The Agile Buffet table"

    1. 1. The Agile Buffet Table<br />Building your own Agile process<br />
    2. 2. About Joel and Steve<br />Steve Forte<br />@worksonmypc<br />Joel Semeniuk<br />@joel_semeniuk<br />Microsoft Regional Director<br />Certified Scrum Master<br />PMP<br />Microsoft MVP, ALM<br />Telerik Executive VP<br />Team Productivity Division<br />Microsoft Regional Director<br />Certified Scrum Master<br />Microsoft MVP, SQL Azure<br />TelerikCSO<br />
    3. 3. Telerik around the world!<br />
    4. 4. Telerik in Austrilia<br />We are looking for partners in Australia<br />Team Productivity Tools Division<br />Content Management System Division (Sitefinity)<br />Developer Productivity Tools Division<br />Testing Tools Division <br />A copy of Telerik JustCodeis in your folder<br />And a trial of Telerik Ultimate collection<br />
    5. 5. Is It Ok …?<br />Is It Ok To Change Scrum?<br />Can you combine practices and still be Agile?<br />Can you be Agile if you don’t to TDD?<br />
    6. 6. Agenda<br />Back to the basics: Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from the Buffet Table<br />
    7. 7. Process and tools<br />Individuals and interactions<br />Following a plan<br />Responding to change<br />Comprehensive documentation<br />Working software<br />Contract negotiation<br />Customer collaboration<br />over<br />over<br />over<br />over<br />The Agile Manifesto–a statement of values<br />Source: www.agilemanifesto.org<br />
    8. 8. Back to the Basics<br />“Agile” is about “values” not “rules” and rigid adherence to a process<br />Agile is about embracing change<br />
    9. 9. 12 Principles of Agile<br />Early and continuous delivery of software<br />Welcome changing requirements<br />Deliver working software frequently<br />Business people and developers must work together daily <br />Build projects around motivated individuals<br />Most effective method of communication is face-to-face <br />Working software is the primary measure of progress<br />Agile processes promote sustainable development<br />Continuous attention to technical excellence <br />Simplicity — is essential<br />Self-organizing teams<br />Reflect on how to become more effective<br />
    10. 10. What are we Changing with Agile?<br />
    11. 11. Agenda<br />Back to the basics: Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from the Buffet Table<br />
    12. 12. Influential Agile Methodologies<br />XP (The Past)<br />Scrum (The Present) <br />Kanban (The Future)<br />
    13. 13. Extreme Programming (aka XP)<br />Team of 5-10 programmers <br />Single location<br />On Site Customer<br />Iterative delivery of releasable software<br />“Requirements” are specified as user stories<br />Pair Programming<br />Strict Code Standards<br />Unit Testing<br />Emergent Requirements, architecture, and design<br />
    14. 14. Core Practices of XP<br />Sit together<br />Whole team<br />Informative workspace<br />Energized work<br />Pair Programming<br />Stories<br />Weekly cycles<br />Quarterly Cycles<br />Slack<br />Ten-Minute Build<br />Continuous Integration<br />Test-First Programming<br />Incremental Design<br />
    15. 15. Scrum<br />An Agile methodology that stresses communication<br />Time boxed (sprints) development cycles<br />By design is a revolutionary process<br />Rigid by nature<br />Most popular methodology today<br />
    16. 16. Scrum<br />
    17. 17. Core Practices of Scrum<br />Cross functional and collocated teams of 8 or less<br />Develop in sprints of fixed duration<br />Each sprint delivers incremental, tested functionality to the user<br />Work within the sprint is fixed<br />The scrum master mentors and manages the self-organizing and self-managing teams<br />All work to be done is carried from the Product Backlog<br />The product owner manages the product backlog<br />A daily 15 min stand-up meeting (Daily scrum) is primary communication method<br />Requirements, architecture, and design emerge over time<br />Empirical Process Control<br />
    18. 18. Kanban<br />Japanese for “signal card”<br />From the Toyoda production system (Lean)<br />Define a work flow and visualize it<br />Organize a queue<br />Limit work in progress (WIP) for each queue<br />Allows you to constantly evaluate process improvements<br />Allow work to flow through the system in a controlled way (not iterative) <br />No sprints!<br />Evolutionary by design<br />Change is built into the model<br />Communication is about progress (not merely results)<br />Eliminate Daily Scrum<br />
    19. 19. Kanban<br />
    20. 20. Core Practices of Kanban<br />Define and visualize the workflow<br />Limit Work-in-progress<br />Measure and Manage Flow<br />Make Process Policies Explicit<br />Use Models to Suggest Improvement<br />For more info: http://finance.groups.yahoo.com/group/kanbandev/message/9261<br />
    21. 21. Agenda<br />Back to the basics: Agile Manifesto<br />Influential Agile Methodologies <br />Agile Scenarios –Eating from the Buffet Table<br />
    22. 22. Agile is Growing<br />
    23. 23. Mixed Methods are the Norm<br />Source: Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009<br />
    24. 24. Agile is like a buffet table<br />It is ok to mix and match from different agile methodologies <br />Just make sure your features are compatible <br />Just make sure you eat healthy ;)<br />http://www.agileproductdesign.com/blog/2009/kanban_over_simplified.html<br />
    25. 25. Eating from the buffet table<br />Designing an agile methodology <br />
    26. 26. Scenario 1 – New Distributed Project<br />Characteristics <br />Remote team in different time zone<br />Greenfield project<br />Contractors<br />
    27. 27. Core Practices for Scenario 1 <br />From XP <br />User Stories<br />Pair Programming<br />Continuous Integration<br />From Scrum<br />Use Sprints of fixed duration<br />Daily (virtual) Scrum meeting<br />From Kanban<br />Make Process Policies Explicit<br />Use Models to Suggest Improvement<br />Limit work in progress<br />
    28. 28. Scenario 2 - Maintenance<br />Characteristics<br />Reactive<br />Continual evaluation<br />Continual delivery<br />Mix of New Requirements and Bugs<br />
    29. 29. Core Practices for Scenario 2<br />From XP<br />Extensive use of Unit Testing<br />Refactoring and Emergent Design<br />Continuous Integration<br />Sit together<br />Whole team<br />Informative workspace<br />Energized work<br />From Scrum<br />Daily Standup<br />Sprints for Improvement Cadences and Reviews<br />From Kanban<br />Limit work in progress<br />Continuous Delivery<br />Explicit Gates<br />
    30. 30. Scenario 3 – Managed Outsource<br />Characteristics<br />Customer / Supplier <br />Cost and Budget Centric<br />Supplier takes responsibility <br />
    31. 31. Core Practices for Scenario 3<br />From XP<br />Extensive use of Unit Testing<br />Refactoring and Emergent Design<br />Continuous Integration<br />Incremental Design<br />Sit together<br />Whole team<br />Informative workspace<br />From Scrum<br />Daily Standup<br />Sprint Planning<br />Sprints and Sprint Reviews<br />Customer is Product Owner<br />Product Owner Reprioritizes against value<br />From Kanban<br />Explicit Gates<br />
    32. 32. What about the others?<br />Can you use TDD and use Scrum?<br />Can you use BDD and use Kanban?<br />
    33. 33. Certain Practices Apply Often<br />Unit Testing<br />Automated Builds<br />Incremental and Continual Releases<br />Emergent Requirements, architecture, and design<br />Daily rhythm and standups<br />Engaged Product Owners<br />Backlogs Managed by Product Owners<br />
    34. 34. Start with ScrumPull in Practices via Retrospectives<br />
    35. 35. Questions? <br />
    36. 36. Recommended Resources <br />Tom DeMarco<br />Peopleware<br />Slack<br />Fred Brooks<br />The Mythical Man Month<br />Parkinson's Law<br />
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