Agile Event Presentation - Nov 27th 2013

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Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4. …

Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4.

Slides Overview:
SureSkills Introduction to Agile by Bill Heffernan,
Agile – Making it work in a real environment by Cameron O Connor, SQS/SureSkills
Working on a Scrum team, Colm O'hEocha, AgileInnovation
Real word case study - Rolling out Agile in Paddy Power
Paul Hayes, Paddy Power

More in: Technology , Business
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  • 1. 27th November, 2013 Copyright © SureSkills
  • 2. Agile – Making it Work 27th November, 2013 Copyright © SureSkills
  • 3. Agenda Time Agenda Speaker 0800 Welcome Ruaidhri McSharry 0800 – 0815 SureSkills Introduction to Agile Bill Heffernan, SureSkills 0815 – 0910 Agile – Making it Work in a Real Environment Cameron O Connor, SQS/SureSkills 0910 – 0950 Concepts & Practices behind Agile Requirements Colm O'hEocha, Agile Innovation 0950 – 1020 Real Word Case Study - Rolling Out Agile in Paddy Power Paul Hayes, Paddy Power 1020 – 1030 Q&A & Event Close Event Panel 27th November, 2013 Copyright © SureSkills
  • 4. Project Management Service Management Education Development Global Delivery Program & Project Management Practices Project office, PMO, Portfolio Management, Resource Placement: Program Managers & Project Managers Gap Analysis – Best practice frameworks & Standards – ITIL®, ISO20000 Steering – Continual Service Improvement Programs Instructor Led & E-Learning Development Rapid 2 SureSkills Connect EMEA AJP USA Business Analysis Managed Services Business Analysis Operations Assess & Recommend: Business processes Business Process Modelling Service Desk Outsourcing Application Management and Deployment Vendor SLA Management Support Pro-Active Monitoring and Alerting IT Administration (MAC service) Remote and On-Site Hands On Response 27th November, 2013 Copyright © SureSkills Technical Consulting Data management solutions Storage solutions Virtualisation solutions LaaS Social Learning E-Learning Virtual Labs Capability Social Media Social Media for Business Digital Marketing Search Engine Optimization Private Tailored Public Schedule Customized Courses On site/off site Groups 1-1 Microsoft VMware ITIL PRINCE2 Business Skills SQL Business Analysis
  • 5. Introduction to Agile Bill Heffernan 27th November, 2013 Copyright © SureSkills
  • 6. Agile Overview 1. 2. 3. 4. 5. 6. 7. 8. 9. Origins What is Agile? Agile Principles Agile Approaches Why Adopt Agile Challenges Pitfalls Myths Q&A Acknowledgement: A significant proportion of content in this presentation is based upon content from the “Agile for Dummies” e-book publish by IBM. 27th November, 2013 Copyright © SureSkills
  • 7. Origins of Agile Traditional “Waterfall” “Code-and-Fix”       Requirements Design Development Integration Testing Deployment Challenges  Schedule Risk  Limited Flexibility  Reduced Customer Involvement 27th November, 2013 Copyright © SureSkills 1988 1990’s “Spiral” “RAD” Incremental Regularly deliver working code in small chunks Iterative Learn from feedback on deliveries and set aside time to use this feedback to improve (Rapid Application Development) SCRUM XP 2001 “Agile Manifesto”
  • 8. What is Agile? Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. * Agile Manifesto Copyright 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas. This declaration may be freely copied in any form, but only in its entirety through this notice. 27th November, 2013 Copyright © SureSkills
  • 9. Agile Principles 1. 2. 3. 4. 5. 6. The 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. 27th November, 2013 Copyright © SureSkills 7. 8. 9. 10. 11. 12. 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 selforganizing teams. At regular intervals, the team reflects on how to become more effective and then tunes and adjusts its behaviour accordingly.
  • 10. Agile Approaches SCRUM  Adjustments made on experience not theory  Product backlog, sprint backlog, burn down charts, shippable functionality XP  Deliver requirements when as requested by customer Lean Programming  The lean software development principles are eliminate waste, build in quality, create knowledge, defer commitment, deliver quickly, respect people, and optimize the whole. Kanban  Visualise the workflow and limit work in progress Agile Modeling  Values, principles, and practices for modeling software that can be applied on a software development project in an effective and lightweight manner.  Agile Model Driven Development (AMDD) approach - do just enough high-level modeling at the beginning to understand the scope and potential architecture. During construction iterations do modeling as part of iteration planning activities, then take a JIT model storming approach where you model Unified Process  Iterative and incremental approaches within a set life cycle. Focuses on collaborative nature of software development and works with tools in a low-ceremony way. Disciplined Agile Delivery (DAD) – Agile Framework 27th November, 2013 Copyright © SureSkills
  • 11. Why Adopt Agile? Faster time to market Early ROI Culture & morale Efficiency Feedback from real customers Customer satisfaction Build the right product Alignment / Integrated Teams Early risk reduction Better Quality 27th November, 2013 Copyright © SureSkills Emergent Outcomes Predictability
  • 12. Challenges Large Teams Enterprise Discipline Distributed Teams Scale Organization Distribution & Complexity Compliance Domain Complexity & Technical Complexity 27th November, 2013 Copyright © SureSkills
  • 13. Pitfalls 27th November, 2013 Copyright © SureSkills
  • 14. Some (of many) Myths Is not disciplined A team can be agile We don’t know what will be delivered Do not plan Myths Doesn’t scale 27th November, 2013 Copyright © SureSkills Unsuitable for regulated environments No Documentation
  • 15. Q&A 27th November, 2013 Copyright © SureSkills
  • 16. Agile – Making it Work in a Real Environment Cameron O’Connor 27th November, 2013 Copyright © SureSkills
  • 17. …or is it? 27th November, 2013 Copyright © SureSkills
  • 18. In the beginning there was Change 27th November, 2013 Copyright © SureSkills
  • 19. Traditionally we used this 27th November, 2013 Copyright © SureSkills
  • 20. To do this…. 27th November, 2013 Copyright © SureSkills
  • 21. However, these days, this is important…. 27th November, 2013 Copyright © SureSkills
  • 22. and so is this… 27th November, 2013 Copyright © SureSkills
  • 23. and especially this … 27th November, 2013 Copyright © SureSkills
  • 24. We have redesigned our workspace 27th November, 2013 Copyright © SureSkills
  • 25. And how we meet 27th November, 2013 Copyright © SureSkills
  • 26. We call this the Agile Approach 27th November, 2013 Copyright © SureSkills
  • 27. Top 9 Reasons to go Agile (VERSIONONE Annual State of Agile Report 2013) 1. 2. 3. 4. 5. 6. 7. Manage Changing Requirements Productivity Project Visibility Team Morale Quality Faster Time to Market Better alignment between IT & Business Objectives 8. Simplify Development Process 27th November, 2013 Copyright © SureSkills
  • 28. Agile Methods & Practices % of Agile methodologies being used 60% 50% 40% 30% 20% 10% 0% 27th November, 2013 Copyright © SureSkills
  • 29. What Agile techniques are being used on projects? % of Agile techniques employed 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 27th November, 2013 Copyright © SureSkills % of Agile techniques employed
  • 30. Leading causes of failed Agile projects        Company philosophy at odds with core Agile values Pressure to follow traditional Waterfall processes General organisational communications problems Lack of experience with Agile methods Unwillingness of team to follow Agile Lack of Management support Insufficient training 27th November, 2013 Copyright © SureSkills
  • 31. Top 5 ‘Must Haves’ to adopting and scaling Agile 1.Executive Support 2.Training Program 3.Implementation of a common tool 4.Internal support group 5.Reference books/ guides 27th November, 2013 Copyright © SureSkills
  • 32. Top 10 Agile Tools 1. Excel 2. MS Project 3. Version One 4. Jira/ Greenhooper 5. HP Quality Centre 6. MS TFS 7. Bugzilla 8. Homegrown 9. Google Docs 10. Vendor Y 11. IBM Clearcase 12. Rational 27th November, 2013 Copyright © SureSkills
  • 33. Agile is a mind set 27th November, 2013 Copyright © SureSkills
  • 34. Adoption of Agile ideas depends on organizational cultural 27th November, 2013 Copyright © SureSkills
  • 35. Don’t worry, we were all born Agile! 27th November, 2013 Copyright © SureSkills
  • 36. Concepts & Practices behind Agile Requirements Colm O'hEocha 27th November, 2013 Copyright © SureSkills
  • 37. What’s Wrong with ‘Requirement Specifications’? 38 – ‘Requirements’ -> Mandatory, Fixed • Ignore ‘Emergent Learning’, Hard to Change – ‘Specifications’ -> Feature Centric rather than Value Centric – Reflect Problem Space, not Solution Space – Inhibit Collaboration/Innovation – Low fidelity, low richness, expensive 27th November, 2013 Copyright © SureSkills
  • 38. What are ‘User Stories’ 39 A brief statement of intent that describes something the system needs to do for the user • User Centric – what’s important to your customer • Story – The Power of Narrative – We pay much more attention to stories than facts – Stories drives generation of tacit, contextual knowledge – “A story paints a picture, and a picture tells a thousand words” • User Stories Define • What its not: – The Actor/Persona/Role (Who) – The Action/Functionality (What) – The Result/Benefit/Goal (Why) 27th November, 2013 Copyright © SureSkills – A Use Case – Requirements Document – Feature Specification Copyright © 2012 AgileInnovation
  • 39. Two way conversation is the best way to reduce ambiguity and mis-understanding… A wife asks her husband, a software engineer; "Could you please go shopping for me and buy one carton of milk, and if they have eggs, get six!" A short time later the husband comes back with six cartons of milk. The wife asks him, "Why the hell did you buy six cartons of milk?" He replied, "They had eggs." “Entrée comes with choice of soup or salad and bread.” Say again? Eats, shoots, and leaves. Eats shoots and leaves. 40 27th November, 2013 Copyright © SureSkills
  • 40. Specification 41 27th November, 2013 Copyright © SureSkills
  • 41. User Story As a Home Owner, I want to regularly trim my lawn so its neat and tidy. 27th November, 2013 Copyright © SureSkills
  • 42. User Stories & Innovation As a <role> Problem Space Innovation Space Solution Space Customers End Users Domain Experts Uncertainty Ambiguity Conversation Social Objects Developers Architects UI/UX Designers so that <benefit> 27th November, 2013 Copyright © SureSkills I want to <action>
  • 43. User Stories & Late Elaboration Lean Thinking Defer Decisions Need to Make Project Commitments Project Start Buy Information Early PlanDriven Approach: Plan the Work, Work the Plan Lean/Agile Approach: Make Better Decisions, Later Late Elaboration, Keep Options Open Plan More Thoroughly, Earlier Time 27th November, 2013 Copyright © SureSkills Most Information Available to Make Good Decisions Project End
  • 44. User Stories & Incremental Value 27th November, 2013 Copyright © SureSkills
  • 45. CCC As a <role> I need <functionality> so that <benefit> OR In order to <benefit> As a <role> I want to <functionality> Card As a customer I search for users so that I can view their details Value: Med Risk: Low Estimate: 3 pts OR Given <context> when <event> then <result> 27th November, 2013 Copyright © SureSkills Confirmation •Works where first or last name is blank •Returns registered and guest users •I can view a list of all matching users •…. Conversation
  • 46. User Story – Sample Email Attachments. As a premium user I want emails with attachments to go faster so I can get on with my work Confirmation: • Premium users notice emails with attachments don’t slow down the application • Works with attachments up to 10MB • Works with up to 100 attachments 27th November, 2013 Copyright © SureSkills CONVERSATION: • Is the speed of sending/receiving the problem, or just that it delays your getting on with other work? • Are we talking about only sending, or receiving attachments also? • What is an acceptable delay? • Will you want to store received attachments? • Would up to 100 attachments be enough? • What about regular users?
  • 47. 27th November, 2013 Copyright © SureSkills
  • 48. Using User Stories 49 • Describes Scope, but not Specification – Used for Planning, not Building • Uses Language Common to Business & IT • Facilitates Prioritisation & De-Scoping • Input to Analysis/Specification, NOT the Output • Drives Definition of Acceptance Criteria – These represent the ‘Requirements’ • Supports ‘pull’ of information as its needed 27th November, 2013 Copyright © SureSkills
  • 49. Some Bad Stories 50 1. ‘As a developer I want to call the cfg_adm API so that I can get/set compression cfg values’ 2. ‘As an architect I want to refactor the iOS client APIs so they provide a cleaner interface’ 3. ‘As a stock controller I want to control the stock so that the stock is controlled’ 27th November, 2013 Copyright © SureSkills
  • 50. Story Taxonomy NFR Product Backlog Item (PBI) Constrained By 1 0..* Implemented By 1 1..* Tasks Is One of User Story 1 Done when Passes 0..* 1 1..* Acceptance Tests 1..* Key and edge Examples Other Work Item Unit Tests Is One or More of 0..* Other Criteria 51 27th November, 2013 Copyright © SureSkills
  • 51. 27th November, 2013 Copyright © SureSkills
  • 52. Real Word Case Study - Rolling Out Agile in Paddy Power Paul Hayes 27th November, 2013 Copyright © SureSkills
  • 53. 27/11/2013
  • 54. Rolling out Agile in Paddy Power 27/11/2013 55
  • 55. Paddy Power What you might already know 27/11/2013 56
  • 56. Paddy Power What you might not know • • • • Formed in 1988 Over 3500 employees worldwide 2012 Turnover €5.7 billion 2012 Operating Profit €136 million – UK €81.7 million – Australia €30.8 million – Ireland & R.O.W. €23.5 million • Over 75% of profits from Online • Market leader in mobile – First betting app in Appstore (2010) – Over 30% of online revenues 27/11/2013 57
  • 57. Paddy Power Product Development 58 Paddy Power Development Teams Product Vendors Development Partners 27/11/2013 •Web Development •Mobile Development •Java Development •Scripting •Reporting • Betting Platform • Games Developers • Casino, Poker, Bingo software • Outsourced Development • Outsourced Testing services
  • 58. Why move to agile? Scaling organisation 27/11/2013 59
  • 59. Why move to agile? Scaling organisation 27/11/2013 60
  • 60. Why move to agile? • Long delivery times for new projects • Difficult to adapt to UX research findings • Difficult interaction between BA & IT teams – Long, detailed specs – Lengthy review & estimation process – High cost of change • Communications overhead – Escalation meetings 27/11/2013 61
  • 61. Preparing for agile Approach • • • • • • Stakeholder engagement Agreeing roles & responsibilities Agile framework selection Define training needs Agree cross-functional teams Proof – of – concept : – 2 teams – Q4 2012 27/11/2013 62
  • 62. Preparing for agile Guiding principles 63 • Have the people in the team that you need to produce releasable software • Release at the end of sprints • Flexibility – inspect & adapt • Improve visibility 27/11/2013
  • 63. Preparing for agile Initial training • 1 day workshop for whole team • Engaged with external coach • “Training from the back of the room” – discussions & exercises e.g. ‘best project’, ‘previous agile experiences’ • User story focus • Happiness door 27/11/2013 64
  • 64. Executing the transition Kick-off and planning • Teams agreed on 3 week sprints • Unanimous adoption of Story Points & Planning Poker • Used Kanban to ‘protect’ sprints 27/11/2013 65
  • 65. Executing the transition Changing other work practices • • • • • • 66 User stories / Spec by Example Test automation Continuous delivery Co-located teams Continuous improvement led by teams CSM & CPO training for people in those roles 27/11/2013
  • 66. Executing the transition Phased transition 2013 Jan T1 T2 T3 T4 T5 T6 10/10/201 3 Feb 67 Mar Apr May Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum Recruit Recruit InTeam Scrum Scrum Scrum x2 Scrum x2 Scrum x2 Recruit Recruit InTeam InTeam InTeam Scrum Scrum Scrum Inflight Inflight Inflight InTeam InTeam InTeam Scrum Scrum Recruit Inflight Inflight Inflight Inflight InTeam InTeam Scrum
  • 67. Executing the transition External teams 68 • Same transition planning steps as with internal teams • Principles – Releasable code at end of sprints – Open communications & transparency – Fixed length sprints – Shared commitment to continuous improvement – One team • Mixed teams – PP : Product Owner role. BA & QA within teams – External: Scrummaster role. Dev & QA within teams 27/11/2013
  • 68. Agile – the story so far Results • • • • • • 10 cross-functional agile teams up and running Improved morale of teams Better interaction between business & IT teams Shortened delivery times?? Reduces delivery risk Facilitates small changes 27/11/2013 69
  • 69. Agile – the story so far What we have learned • • • • • 70 Preparing the organisation is key Outside coach is a great help Important that whole team & stakeholders train together Agree the principles, don’t dictate the details Teams all adopted story points & converged on 3 week sprints 27/11/2013
  • 70. Agile – the story so far Still working on… • • • • 71 Interaction with UX & Design teams Integrating Infrastructure / devops Alignment with budgets / annual plans Building guilds, tribes & continuing the evolution along with other PP development areas 27/11/2013
  • 71. Keep in touch • paul.hayes@paddypower.com 27/11/2013 72 @paulmhayes
  • 72. Join The Debate on LinkedIn SureSkills Service Management & Project Management Group 27th November, 2013 Copyright © SureSkills
  • 73. Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA www.sureskills.com Phone: +353-1-240-2222 Email: info@sureskills.com 27th November, 2013 Copyright © SureSkills