Agile Beyond Software
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This is experience sharing about how we applied agile techniques into our book translation project. How do you inspect and adapt.
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Agile Beyond Software
- 2. What We Did 2
- 3. Who Are We? Reviewer Daniel Teng, CSM, CSP InfoQ Editor Reviewer Bill Li, Agile Evangelist CSM, CSPO, CSP Translator Jackson Zhang, CSM, CSP Translator Stone Shi, CSM InfoQ Editor
- 4. Dark age 4 Assumptions vs. Reality
- 5. Time to change – Nov. 15th Communication Visibility Planning and Tracking Collaboration & Synchronization Quality 5
- 6. Kanban 6 Worker Procedures, Done Definition Work
- 7. Burndown 7 Check Point Unit of Measure Timebox
- 8. Continuous Integration 8 Send to everyone Message Change that made
- 9. Continuous Integration 9 281 in total
- 10. Big Turning Point 10 Already far behind
- 11. 11 Why this happened?
- 12. 12 Too much work undone
- 13. 13 We are still late
- 14. 14 Bill/Daniel started developing
- 15. 15 Discovered more Work
- 16. 16 New Done Definition Release 10 chapter first New Work
- 17. 17 One week late More work done
- 18. How Do We Solve Communication Problem Kanban Weekly Sync Meeting Status Commitment Impediment Retrospective Continuous Integration Emails 18
- 19. How Do We Plan And Track Small batch size Chapter point Commitment based Frequent check point Visualize the work 19
- 20. Rules For Signing Up Tasks Review as early as possible Prefer chapter done to signing up new task Everyone sign up any task Make sure Kanban update to date 20
- 21. Queue Theory Little’s Law for Queuing Theory 21 Total Cycle Time = Number of Things in Process Average Completion Rate
- 22. Strategy for Queue Limit number of things in process Increase average completion rate Make task smaller Reduce variability Arrival Process More servers for one task queue 22
- 23. Small is good 23
- 24. Tools We Used Spread sheet Kanban Burndown Subversion CruiseControl.Net Skype Email 24
- 25. Can We Do Better? Educate the Product Owner/More PO involvement Release by chapter Include automated check to CI … 25
- 26. What We Learned Agile is not only for software Many agile practices change human behaviors Agile tools help solve people problems Key factors of project success Ensure communication Feedback is good Self-organization works well Prefer simple tools Inspect and adapt 26
- 27. Question? Bill: bill.li@ScrumChina.comDaniel: tengzhenyu@gmail.com Jackson: zbcjackson@gmail.com Stone: choushi@gmail.com 27
- 28. 28 Thanks
Editor's Notes
- Characteristic of the translationFix time, Sep -> Feb. 13Fix scope, 21 chapter+2 appendixesFix resources, Gang of FourWe like this classic book and believe agile community in China wants it, decide to contribute as volunteers
- AssumptionsEvery body have access to latest versionThings will go smoothly, Every one will volunteer to sign up what to doWe are good at English and Chinese, good passion for Agile, Enough timeEmail (or Phone call) should me enoughRealitySomebody puts into google doc, somebody puts into subversion, emailActual velocity - One chapter per monthWhat you guys are doing?Less than 10 mails , No phone call
- Show the spread sheetThe point on Nov 15Central Kanban file to help communicate&coordinate the tasks and what to doAvoid conflictingChapter as unit of workMake sure kanban file reflect the latest statusDone Definition
- TimeboxWeekly sync meeting on Skypethree questionsIssues & ImpedimentAgreement on common terms such Epic, Theme, StoryHard sentences brainstorm, external dependency of MikeretrospectivePeer PressureLearn from fast feedbackChapter pointWhy only a rough estimate? Each chapter relative within the same rangeJust enough estimateDone DefinitionCheck pointPlanned velocity(1.5 chapter per week)More Commitment
- In addition to email and weekly meetingWe use Continuous Integration check in comment to communicate, Important part of communicationUpdate burndown when commiting
- 281 check-ins in total
- Time to ChangeTrend visualized
- Chapter Done over Task DoneFinished review, not acceptedBig dropBenefitSmall batch sizeTest early to get more knowledge as early as possibleWe are late – How to meet the deadline?
- Bill and Daniel started to contributeAgree on 2 reviewer including J & SRole blurred, Real cross-functional team, real collaboration
- Discovered more workAdded two Chapter pointsInitial releaseWe are late, we want to push to market before Scrum GatheringRelease 10 Chapters firstRelease review of the first 10 Chapters
- New work: 2 pointsAll partsRelease 10 chapters, Because it is done, we can release anytimeDone Definition: Fix issues( new knowledge), make it better
- One week late
- KanbanTask coordinationMeetingWhere we are?Peer PressureLearning pointIssue resolved ASAPFail fast with less costEnable self-organizationProcess issueTask assignment and coordinationHelp each otherChange directionTeam strategy changeCross-functional – two reviewersChange done definitionCI HistoryCommunication and feedback tool - instantEmails as backup
- Small batch End-to end chaptersBetter measurement of progress leads to more predictability and visibilityMore coordination pointless waiting, less bottleneck leads to faster flowFail fast, lower cost to fix problems, prevent future failuresCan release to publish house anytimeChapter pointJust enough planningCommitmentPeer presureFrequent check pointTimebox as learning point and sync pointBurndown to indicate the ideal vs realityFeel the pressureOnly measure DONE workVisualize the workKanban to visualize all the work to be doneResponsibility is clear
- Review as early as possibleThe earlier to test, the shorter the feedback loop, the more we learnChapter doneOnly measure done work enforced WIPPrefer done story to sign up new taskEveryone sign up any taskNo bottleneckNo local optimization
- PO is very happy about the resultPO is not used to new strategyIf every chapter done, then can release to PO to get early feedbackTerms check, common issues check to CI
- Behavior change technique Kanban, Burndown, Regular check points More self-organizingCommunicationMeans - Weekly meeting, Continuous Integration, EmailsPush modelSpread knowledgeFeedback is goodTest early to get more knowledge, to learnTo communicate knowledge with whole teamSelf-organization is good Common visionLess role distinctionAvoid local optimizationOptimize the queueMore creative on processMore ownership