Your SlideShare is downloading. ×
  • Like
Agile or Irrelevant
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Agile or Irrelevant

  • 1,093 views
Published

Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile. …

Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile.

If you build websites for a living, you know the pressure. Drupal sites can be complex beasts with thousands of moving parts. Clients have high demands – changing demands. Budgets have never been tighter. If you are going to keep the sites you manage ahead of the competition, you have to innovate – continually. And everything has to be done at the breakneck speed of web time.

The results: the average software project is 45% over budget, delayed by 63% and missing 1/3 of the promised functionality. Failure has become the norm – but there is a better way.

Agile is a radically different processes for improving development efficiency, minimizing risk and enhancing innovation. In the ten short years since the Agile Manifesto was penned it has taken over traditional software and game development. The world’s web leaders such as Google, Amazon, Microsoft, Yahoo!, Twitter and Saleforce.com have embraced agile methodologies. Many top Drupal shops have also made the leap.

Come learn what all the buzz is about.

Published in Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • o único lugar no mundo aonde podemos ter paz hoje em dia vivo ou morto é no cemitério! aqui ninguém te bome por quê a té os pilantras tem mêdo de focarem sozinhos por lá
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
1,093
On SlideShare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
16
Comments
1
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • How are websites built
  • Why do we plan
  • Conclusion: not much certainty, a lot of waste
  • Predict or ask & observe (empirical)
  • Food: writeup in the menu, picture, see real life version, try it
  • ? User Experience Design typical does not include Users Experiencing anything?

  • It is tempting to believe that we can write down all the requirements for a system and then think our way to a solution in a top-down manor. David Parnas and Paul Clements (1986) Fred Brooks – No Silver Bullet (1986) We know that planning fails at creating certainty. We know it is sub optimal for creating better user experiences and returns because stakeholders are forced to make the most important decisions when they have the least knowledge to do it. So why do we do it.

  • It is tempting to believe that we can write down all the requirements for a system and then think our way to a solution in a top-down manor. David Parnas and Paul Clements (1986) Fred Brooks – No Silver Bullet (1986) We know that planning fails at creating certainty. We know it is sub optimal for creating better user experiences and returns because stakeholders are forced to make the most important decisions when they have the least knowledge to do it. So why do we do it.
  • Artifacts: Product backlog, sprint backlog, sprint burndown, release burndown
    Timeboxes: Sprint planning, sprint, daily standup/scrum, sprint review, sprint retro, release planning
  • ??? Pick of tombstone, cemetary
  • Picture of brains
  • Build to last is hooyee. The only companies that truly succeed continually innovate.

Transcript

  • 1. [MM.DD..YY] [PRESENTER] Aug 24, 2010 Agile or Irrelevant Agile or Irrelevant
  • 2. How websites are built • requirements gathering • planning? • design & development • testing • launch • maintenance Photo: http://www.flickr.com/photos/schoolstreet/163727710
  • 3. Why do we plan? •Certainty •On time •On budget •On scope •Better user experience •End user •Stakeholder •Improved returns •Waste What are the outcomes of planning? Photo: http://www.flickr.com/photos/joeshlabotnik/3707230247
  • 4. How are we doing? Source: http://blogs.msdn.com/b/dannawi/archive/2009/05/15/2009-standish-chaos-report-we-are-successful-in-the-failure.aspx
  • 5. Creating valueHow do we know what creates value for end users and stakeholders? Predict | Test
  • 6. Best way to gather opinions http://www.flickr.com/photos/avlxyz/429194752 http://www.flickr.com/photos/ricardofrancone/4358780638 http://www.flickr.com/photos/avlxyz/2270628017 http://www.flickr.com/photos/niallkennedy/54261427
  • 7. Innovation phases time innovation high level specs detailed specs mockups validation live Freedom to innovate Insight to innovate
  • 8. The fallacy Web development can be planned to precision Software development is accidently complex and essential complex Essential complexity cannot be solved with predictive planning http://www.flickr.com/photos/kraetzsche/3820338564
  • 9. The fallacy Web development can be planned to precision http://www.flickr.com/photos/kraetzsche/3820338564 Parnas and Clements 1. User and customers do not know exactly what they want 2. Even if the developers know the requirements, the details become clear only as they develop the system 3. Even if all the details could be know up front, humans are incapable of comprehending that many details 4. Even if we could understand all the details, product and project changes occur 5. People make mistakes
  • 10. Empirical processes http://www.flickr.com/photos/msabbath/2326998337 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  • 11. Empirical processes Empirical Process move from predictive to adaptive useful for processes with lots of noise and unpredictability three cornerstones • transparency • inspection • adaption http://www.flickr.com/photos/picture_taking__fool/99560925
  • 12. What is Scrum Scrum is an iterative and incremental agile framework for completing complex project Named from an analogy in a 1986 study by Takeuchi and Nonaka, published in the Harvard Business Review comparing high-performing, cross-functional teams to the scrum formation used by Rugby teams http://www.flickr.com/photos/sk8geek/4624935280
  • 13. Example Waterfall Process: Waterfall vs. Scrum Requirements Design Implementation Verification Requirements Design Implementation Verification Website (6 months) Feature (2 weeks) Example Scrum Process:
  • 14. Value driven process – Sprinting
  • 15. Three Scrum Roles: 1. ScrumMaster • Facilitator; enforces Scrum process 2. Product Owner • Owner of the product backlog • Works with client to prioritize features • Focused on ROI 3. Team • Responsible for developing functionality • Self-managing, self-organizing, cross-functional Scrum roles
  • 16. What happened to… Project manager • Responsibilities distributed to all roles UX architect • Works one sprint ahead of the team • Opportunity to move from heuristics to observation Business analyst • Works both with product owners & directly with team http://www.flickr.com/photos/stuckincustoms/2743756315
  • 17. Just in time strategy Make decisions when you have the most data Make decisions based on working software (not paper prototypes) Minimize the amount of work not done Adequate planning and frequent conversations Just-in-Time Strategy http://www.flickr.com/photos/rpmarks/4503154179
  • 18. Innovation “Uncertainty is the only thing to be certain of.” - Anthony Muh, Citigroup, Asia “If you don’t like change, you are going to like irrelevance even less. ” - General Eric Shinseki, Chief of Staff, U.S. Army http://www.flickr.com/photos/xtyler/4296489988
  • 19. Five Disciplines of a Learning Organizations 1. Personal mastery – commitment by an individual to the process of learning (driven by creative tension) 2. Mental models – assumptions (best practices) held by individuals and organizations. Models must be challenged. 3. Shared vision – creates a common identity that provides focus and energy for learning. Built on the individual visions of staff at all levels. 4. Team learning – ability of the team to learn and think as a whole where the sum is greater than the parts. Driven by open dialogue, discussion, shared meaning and shared understanding. 5. Systems thinking – A conceptual framework that allows people to study businesses as a bounded objects (close systems). Created by making all characteristics apparent at once, in particular connections between cause and effect (feedback). http://www.flickr.com/photos/rytc/282673909
  • 20. How Scrum drives innovation •Personal mastery •Learning accountability: held accountable to the team on a daily and sprintly basis •Cannot do things half way; must meet the definition of done • Mental models •Challenged and adapted on a regular basis in sprint retros •Allows and encourages frequent observation •Shared vision •Develops from sprint planning and backlog grooming •Tuned in daily standups •Team learning •Paired development; work is highly collaborative. •Dialoging is encouraged in sprint planning, daily standups and sprint retros •Systems thinking •Sprint reviews enable continuous inspection and adaption on the product •Sprint retro enables continuous inspection and adaption on the process
  • 21. Thank you Tom McCracken LevelTen Interactive Director Phone: 214.887.8586 Email: tom@leveltendesign.com Twitter: @levelten_tom Blog: leveltendesign.com/blog/tom LinkedIn: linkedin.com/in/tommccracken