Agile practice-2012

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Agile practice-2012

  1. 1. The Undocumented Agile Practice Gino Marckx Director Agile Practice, EPAM Systems
  2. 2. “Agile doesn’t work for themajority of the companies ” out there...
  3. 3. Once upon a time...cba Resident on Earth - http://www.flickr.com/photos/infiniteache/5427836708
  4. 4. Let’s try this new thing called Agile!
  5. 5. cba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
  6. 6. Faster Better Cheapercba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
  7. 7. 1. Support Agile Manifesto
  8. 8. 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 toolsWorking 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. Kent Beck James Grenning Robert C. Martin Mike Beedle Jim Highsmith Steve Mellor Arie van Bennekum Andrew Hunt Ken Schwaber Alistair Cockburn Ron Jeffries Jeff Sutherland Ward Cunningham Jon Kern Dave Thomas Martin Fowler Brian Marick © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.
  9. 9. Principles behind the Agile Manifesto We follow these principles: 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 customers 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
  10. 10. cb Matt Hutchinson - http://www.flickr.com/photos/hiddenloop/429289122
  11. 11. 1. Support Agile Manifesto2. Hire Agile Champion
  12. 12. cba paddynapper - http://www.flickr.com/photos/28990363@N05/5889228468
  13. 13. 1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members
  14. 14. Daily Standups Test Driven Development Continuous Integration Pair Programming Self-Organizing Team Product Iterations Backlog Sprint Review Planning Game Retrospectivescb Dana Beveridge - http://www.flickr.com/photos/scissorfighter/4857071188 cb Jonathan Rubio - http://www.flickr.com/photos/jonathanrh/5757547657
  15. 15. Cer tifie dcba Andrew Schwegler - http://www.flickr.com/photos/ajschwegler/525742850
  16. 16. 1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members4. Be Agile
  17. 17. cba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
  18. 18. Yes, but...
  19. 19. Perceived Project Success Rates Traditional Agile 16% 12% 47% 28% 60% 37% Successful Challenged FailedCopyright 2010 Scott W. Ambler - www.ambysoft.com/surveys
  20. 20. Top Reasons to Adopt Agile “Faster Time to Market” 4% 18% 37% Highest Importance Very Important Somewhat Important Not Important at All 41%Copyright 2010 VersionOne - State of Agile Survey 2010
  21. 21. Practices Tried and Abandoned Top 8 (out of 30) 0 10 20 30 Pair Programming Burndown Tracking Potentially Shippable Software Daily Standups Executable Specifications Initial Estimate and ScheduleActive Stakeholder Participation RetrospectivesCopyright 2009 Scott W. Ambler - www.ambysoft.com/surveys
  22. 22. Principles behind the Agile Manifesto We follow these principles: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 customers 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,
  23. 23. 1. Support Agile Manifesto2. Hire Agile Coach3. Train Team Members4. Be Agile
  24. 24. Agile Transition Adoption
  25. 25. 1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members4. Be Agile
  26. 26. 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 toolsWorking 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. Kent Beck James Grenning Robert C. Martin Mike Beedle Jim Highsmith Steve Mellor Arie van Bennekum Andrew Hunt Ken Schwaber Alistair Cockburn Ron Jeffries Jeff Sutherland Ward Cunningham Jon Kern Dave Thomas Martin Fowler Brian Marick © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.
  27. 27. Requirements Product Vision / Vision Statement User Stories Product Backlog User Stories Use Cases Usage Scenarios Personas Planning Poker Requirement Prioritization Design Architectural Spikes / Spike Solutions Domain Driven Design Emergent Design / Evolutionary Design Emergent Design/Evolutionary Design CRC Cards Design by Contract System Metaphor Construction Coding Style / Coding Guidelines / Coding Standard Test Driven Development Behavior Driven Development Pair-Programming / Pairing RefactoringBy Jurgen Appelo - http://www.noop.nl/2009/04/the-big-list-of-agile-practices.html Collective Code Ownership Daily Builds / Automated Builds / Ten-Minute Builds Continuous Integration Code Reviews / Peer Reviews Software Metrics / Code Metrics & Analysis Source Control / Version Control Issue Tracking / Bug Tracking Configuration Management Collective Code Ownership Frequent Delivery / Frequent Releases Testing Unit Testing Smoke Testing / Build Verification Test Integration Testing System Testing Test Automation Exploratory Testing Test Automation Storytesting / Acceptance Criteria / Acceptance Testing Process Timeboxing / Fixed Sprints / Fixed Iteration Length Release Planning Iteration Planning / Planning Game / Sprint Planning Sprint Backlog Task Board Definition of Done / Done Done Daily Stand-up Meeting / Daily Scrum Retrospective Velocity Sprint Review / Iteration Demo Value Stream Mapping Root Cause Analysis / 5 Whys Burn Down Charts / Burn Up Charts Big Visible Charts / Information Radiators Retrospective / Reflection Workshop Organization Small Team Cross-Functional Team Self-Organizing Team / Scrum Team Self-Organizing Team Colocated Team / Sitting Together / Common Workspace On-Site Customer / Product Owner Scrum Master Sustainable Pace Move People Around Scrum of Scrums
  28. 28. Emergent Design/ Evolutionary Design User Stories RetrospectivesSelf-Organizing Team Test Automation Collective Code Ownership
  29. 29. A Small Piece ofFunctionality from theEnd-user’s Perspective
  30. 30. CardConversationConfirmation
  31. 31. “Invitation to a Conversation ” Alistair Cockburn
  32. 32. Emergent Design/Conversation Evolutionary Design User Stories RetrospectivesSelf-Organizing Team Test Automation Collective Code Ownership
  33. 33. Design for the Current Solution, Not for Future Requirements
  34. 34. Keep It Simple and Stupid
  35. 35. You Ain’t Gonna Need It
  36. 36. Team Results Commit to Emergent Design/Conversation Evolutionary Design User Stories RetrospectivesSelf-Organizing Team Test Automation Collective Code Ownership
  37. 37. No Silos
  38. 38. Everyone CanContribute to Any Part of the Project
  39. 39. Team Results Commit to Emergent Design/ Conversation Evolutionary Design User Stories Retrospectives Self-Organizing Team Test AutomationOwnership Collective Code Shared Ownership
  40. 40. Testing ≠ Programming
  41. 41. cba Damien Pollet - http://www.flickr.com/photos/damienpollet/5048830734
  42. 42. Team Results Commit to Emergent Design/ Conversation Evolutionary Design User Stories Retrospectives Self-Organizing Team Collaboration Test AutomationOwnership Collective Code Shared Ownership
  43. 43. Inspect and Learn from the Pastcb Dana Beveridge - http://www.flickr.com/photos/scissorfighter/4857071188
  44. 44. “Regardless of what we discover today, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their ”skills and abilities, the resources available, and the situation at hand. Norm Kerth
  45. 45. Team Results Commit to Emergent Design/ Conversation Evolutionary Design User Stories Trust Retrospectives Self-Organizing Team Collaboration Test AutomationOwnership Collective Code Shared Ownership
  46. 46. Self-organizing = Motivated
  47. 47. Copyright by RSA Animate - http://comment.rsablogs.org.uk/2010/04/08/rsa-animate-drive
  48. 48. Team Results Commit to Emergent Design/ Conversation Evolutionary Design User Stories Trust RetrospectivesMotivation Self-Organizing Team Collaboration Test Automation Ownership Collective Code Shared Ownership
  49. 49. User Stories Conversation Emergent Design/ Evolutionary Design Commit to Team Results Shared Collective Code Ownership Ownership Test Automation CollaborationTeam Dynamics Retrospectives Trust Self-Organizing Team Motivation
  50. 50. teamPronunciation: /tiːm/ noun[treated as singular or plural] • a group of players forming one side in a competitive game or sport:the village cricket team his team played well [as modifier] :team members • two or more people working together:a team of researchers • two or more animals, especially horses, in harness together to pull a vehicle:the abbey’s wagon and a team of horses are goneverb• 1 [no object] (team up) come together as a team to achieve a common goal:he teamed up with the band to produce the disc• 2 [with object] (usually team something with) match or coordinate a garment with (another):a pinstripe suit teamed with a crisp white shirt• 3 [with object] harness (animals, especially horses) together to pull a vehicle:the horses are teamed in pairs Oxford Dictionaries
  51. 51. It’s About How We Work Together to Achieve a Common Goal
  52. 52. 5. Team - Innocent Wonderment “Life is great!” 4. Partnerships - Tribal Pride “We are great... and you are not” 3. Domination - Lone Warrior “I am great... and you are not” Leveraging Natural Groupsto Build a Thriving Organization Dave Logan, John King & Halee Fischer-Wright 2. Separated - Apathic Victim “My life sucks” 1. Alienated - Undermining “Life sucks”
  53. 53. cba James DiBianco - http://www.flickr.com/photos/deebeephotography/5597423334
  54. 54. I want my idea to be chosen That is a bad idea I don’t understand it Will it help me?What do they mean by that?
  55. 55. SignalNoise
  56. 56. cb Michiel Jelijs - http://www.flickr.com/photos/thewolf/3816968139
  57. 57. Some Tips...
  58. 58. Decision Making
  59. 59. 1. Find out what you agree on 2. Resolve the differencescb Sarah - http://www.flickr.com/photos/sarahreido/3120877348
  60. 60. Emotional Context
  61. 61. cbde Gino Marckx - Native Child and Family Services of Toronto 14th Annual Community Pow Wow
  62. 62. Feedback
  63. 63. cba Nick McPhee - http://www.flickr.com/photos/nics_events/2350462798
  64. 64. So...
  65. 65. Agile is Not AboutProcesses and Techniques
  66. 66. It’s About How We Work Together to Achieve a Common Goal It’s About How You Work Together to Achieve a Common Goalcb Vestman - http://www.flickr.com/photos/vestman/3515340912
  67. 67. Thank You! Gino MarckxDirector Agile Practice, EPAM Systems

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