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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.

The Agile Buffet table The Agile Buffet table Presentation Transcript

  • The Agile Buffet Table
    Building your own Agile process
  • 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
  • Telerik around the world!
  • 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
  • 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?
  • Agenda
    Back to the basics: Agile Manifesto
    Influential Agile Methodologies
    Agile Scenarios –Eating from the Buffet Table
  • 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
  • Back to the Basics
    “Agile” is about “values” not “rules” and rigid adherence to a process
    Agile is about embracing change
  • 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
  • What are we Changing with Agile?
  • Agenda
    Back to the basics: Agile Manifesto
    Influential Agile Methodologies
    Agile Scenarios –Eating from the Buffet Table
  • Influential Agile Methodologies
    XP (The Past)
    Scrum (The Present)
    Kanban (The Future)
  • 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
  • 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
  • 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
  • Scrum
  • 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
  • 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
  • Kanban
  • 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
  • Agenda
    Back to the basics: Agile Manifesto
    Influential Agile Methodologies
    Agile Scenarios –Eating from the Buffet Table
  • Agile is Growing
  • Mixed Methods are the Norm
    Source: Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009
  • 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
  • Eating from the buffet table
    Designing an agile methodology
  • Scenario 1 – New Distributed Project
    Characteristics
    Remote team in different time zone
    Greenfield project
    Contractors
  • 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
  • Scenario 2 - Maintenance
    Characteristics
    Reactive
    Continual evaluation
    Continual delivery
    Mix of New Requirements and Bugs
  • 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
  • Scenario 3 – Managed Outsource
    Characteristics
    Customer / Supplier
    Cost and Budget Centric
    Supplier takes responsibility
  • 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
  • What about the others?
    Can you use TDD and use Scrum?
    Can you use BDD and use Kanban?
  • 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
  • Start with ScrumPull in Practices via Retrospectives
  • Questions?
  • Recommended Resources
    Tom DeMarco
    Peopleware
    Slack
    Fred Brooks
    The Mythical Man Month
    Parkinson's Law