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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 …

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

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

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