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11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
11 ways to Screw up Agile by Hedwig Baars
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11 ways to Screw up Agile by Hedwig Baars

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AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This …

AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.

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  • 1. New way of working in RM r&d india Forward Fast Forward Fast
  • 2. OUR LEARNING’S from Agile community and /// Slides used from Crisp Marc Verschueren
  • 3. <ul><li>Not present in the team </li></ul><ul><li>Is tech guru </li></ul><ul><li>Is too busy </li></ul><ul><li>Does not know SCRUM </li></ul><ul><li>Does not have an impediment backlog </li></ul><ul><li>Conflict between juniors and seniors </li></ul><ul><li>To fast changing SM </li></ul><ul><li>SM appointed instead of voluntarily </li></ul>1. Scrum Master SM We have work to do. We cannot afford the overhead Of a Scrum master
  • 4. 2. Definition of Done <ul><li>Don’t have default DoD </li></ul><ul><li>Don’t obey it </li></ul><ul><li>Is outside the team’s control </li></ul><ul><li>Too high level </li></ul>= I haven’t messed up the code base But you said you were Done! <ul><li>Definition of Done </li></ul><ul><li>Unit/Integration tested </li></ul><ul><li>Ready for acceptance test </li></ul><ul><li>deployed on demo server </li></ul><ul><li>Definition of Done </li></ul><ul><li>Unit/Integration tested </li></ul><ul><li>Ready for acceptance test </li></ul><ul><li>deployed on demo server </li></ul><ul><li>No increased technical debt </li></ul>
  • 5. 3. Velocity <ul><li>Isn’t known </li></ul><ul><li>Isn’t used </li></ul><ul><li>Is misused </li></ul><ul><li>Team asked to promise dates </li></ul><ul><li>Including stories that aren’t done </li></ul><ul><li>Yo-yo velocity </li></ul>What is your velocity? Huh? <ul><li>EXAMPLE </li></ul><ul><li>Today is Aug 6 </li></ul><ul><li>iteration length = 2 weeks </li></ul><ul><li>Velocity = 30 - 40 </li></ul>What will be done by X-mas? (10 iterations) PO  
  • 6. 4. Team commitment <ul><li>Team is pressured </li></ul><ul><li>Team doesn’t track and learn </li></ul><ul><li>Always under committing </li></ul><ul><li>Always over committing </li></ul><ul><li>Velocity = unknown </li></ul><ul><li>Not allowing slack </li></ul><ul><li>Too much un-planned items </li></ul>Estimated Actual 30 20 20 18 18 18 18 21 You have to do more! Estimated Actual 30 20 30 20 30 20 30 20 Estimated Actual 30 20 40 20 50 20 60 20
  • 7. 5. Technical debt <ul><li>Letting it pile up </li></ul><ul><li>Not being professional </li></ul>velocity velocity time Sustainable pace! <ul><ul><li>Technical debt: </li></ul></ul><ul><ul><li>- No duplication of code </li></ul></ul><ul><ul><li>- Same test coverage as before </li></ul></ul><ul><ul><li>- Readable code </li></ul></ul>We don’t have time to write unit test or refactor code!
  • 8. 6. teamwork <ul><li>Fixed roles </li></ul><ul><li>Personnel backlog </li></ul><ul><li>Not helping each other </li></ul><ul><li>Implementing all stories in parallel </li></ul><ul><li>External management </li></ul>Well, at least I finished my stuff!
  • 9. 7. Product backlog & owner <ul><li>PBL doesn’t exist </li></ul><ul><li>PBL not visible </li></ul><ul><li>Never ending stories </li></ul><ul><li>Too big stories </li></ul><ul><li>PO surprised at demo </li></ul><ul><li>PBL not maintained by PO </li></ul><ul><li>PO not prioritizing </li></ul>I don’t have time to maintain the damned product backlog!
  • 10. 8. Ergophobia <ul><li>No done branch </li></ul><ul><li>No branch policies </li></ul><ul><li>Not synchronizing every day </li></ul><ul><li>Not taking responsibility </li></ul><ul><li>Hiding behind branches </li></ul>You can’t get an Agile company Without Agile engineering practices XP, anyone Merging is pain, so we Do it as seldom as possible
  • 11. 9. Sprint backlog <ul><li>Doesn’t exist </li></ul><ul><li>Too far from the team </li></ul><ul><li>Too complicated </li></ul><ul><li>Not used during daily stand-up </li></ul><ul><li>Format not chosen by the team </li></ul><ul><li>Not owned by the team </li></ul><ul><li>Not updated daily </li></ul><ul><li>No burn down </li></ul><ul><li>Warning signs ignored </li></ul>Oh you mean that thing That the team coach Fiddles with sometimes?
  • 12. 10. Worrying too much about the problems <ul><li>Problems are normal </li></ul><ul><li>Never stop looking for problems </li></ul><ul><li>Don’t panic, don’t despair </li></ul><ul><li>Visible problem = killable problem </li></ul><ul><ul><li>= opportunity for improvement! </li></ul></ul><ul><li>Prioritize and fix problems – one by one! </li></ul><ul><li>Look back once in a while and pat yourselves on the back </li></ul>We should stop this Agile Stuff, since we’re obviously doing it all wrong!
  • 13. 11.Transfer of product <ul><li>Sending site is not using Agile or not in the same way </li></ul><ul><ul><li>We do it different … Agile can be done in silos </li></ul></ul><ul><ul><li>We do not have time for that </li></ul></ul><ul><ul><li>Receiving staff are trained by sending site in non agile </li></ul></ul><ul><ul><li>A bit scary to take product responsibility and agile implementation </li></ul></ul><ul><ul><li>…… </li></ul></ul><ul><ul><li>Agile and transfer does not go hand in hand </li></ul></ul>
  • 14.  

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