Challenging the traditional         thinking         AgilIL2012
Yael RabinovichSoftware industry since 1998Agile coach @ AgileSparks since 2009                                       Agil...
Challenging the traditional         thinking         AgilIL2012
Scenario: Retesting"Well, theres no point in testing now, If the code changes, Ill just need to re-test all this stuff any...
Traditional thinking                    Scenario: Retesting• Whats the assumption taken?  – Things will stop changing  – T...
Agile thinking                            Scenario: Retesting• The assumption   – Things will keep changing   – The role o...
Agile thinking                  Scenario: Retesting• Potential challenges:  – More testing time  – Doing the same again an...
Agile Thinking concepts                          Scenario: Retesting                                                Optimi...
Scenario: Utilization“Should I start something new that is waiting for me ?”
Traditional thinking                   Scenario: Utilization• The assumption taken  – I’m measured as efficient by the pac...
Agile thinking                          Scenario: Utilization• The assumption  – Effectiveness is measured by the time it ...
Scenario: Scope Driven"We must include this new capability in this release, it’s strategic.It will result with postponing ...
Traditional thinking               Scenario: Scope Driven• Whats the assumption taken?  – Customer knows what they want• P...
Agile thinking                     Scenario: Scope Driven• The assumption   – Early feedback – Continuous short delivery c...
Agile thinking                Scenario: Scope Driven• Potential challenges:  – Short term view  – High investment in reduc...
Agile Thinking concepts                               Scenario: Scope driven                                              ...
Scenario: Meetings“All day we are in endless meetings,                there is no time to do real work”
Traditional thinking                     Scenario: Meetings• The assumption taken?   – Work is what we do out of the meeti...
Agile thinking                        Scenario: Meetings• The assumption   – Team face-to-face communication is most effec...
Practices that can help                       Scenario: Meetings•   Collaborative games – Fun•   Physical participation•  ...
Agile Thinking concepts                                  Scenario: MeetingsOptimize the whole flow top starting start fini...
Scenario: Planning“We are bad at estimating, we never live up to our plans”
Traditional thinking                  Scenario: Planning• The assumption taken  – Engineers knows in advanced how to build...
Agile thinking                  Scenario: Planning• The assumption  – Engineers discover how to build the product  – It’s ...
Agile Thinking concepts                                 Scenario: Scope drivenOptimize the whole flowStop starting start f...
AdaptabilityAgile is a method to deliver value to the customers,                    not a dogma
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Becoming Agile - Challenge the Traditional Thinking

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Becoming Agile -
Challenge the Traditional Thinking

By Yael Rabinovich @ AgileIL12

http://agilesparks.com/BecomingAgile-YaelRabinowitz

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  • http://www.slideshare.net/nur2008/think-for-yourself-12648908http://www.slideshare.net/jchyip/think-like-an-agilistאספתי מיקרים, דילמות שמבטאות את השינוי המחשבתי שנדרש לעשות על מנת להיות אגיליםאבל מזה בכלל להיות אגילים – מתבטא בתוצאות העיסקיות שאנחנו מצפים, תרבות שאנחנו מאמצים – השאיפה להיות בעלי יכולת תגובה מהירה ושיפור האפקטיביות שלנוחלק מהמקרים שנעבור עליהם הם דילמות שנוצרו עקב אימוץ של חלק מהשיטות והכלים האגילים והדגש יהיה על אופן המחשבה השונה בנוסף לכליםאני מתייחסת לפרוייקטי תוכנה
  • http://www.slideshare.net/nur2008/think-for-yourself-12648908http://www.slideshare.net/jchyip/think-like-an-agilistאספתי מיקרים, דילמות שמבטאות את השינוי המחשבתי שנדרש לעשות על מנת להיות אגיליםאבל מזה בכלל להיות אגילים – מתבטא בתוצאות העיסקיות שאנחנו מצפים, תרבות שאנחנו מאמצים – השאיפה להיות בעלי יכולת תגובה מהירה ושיפור האפקטיביות שלנוחלק מהמקרים שנעבור עליהם הם דילמות שנוצרו עקב אימוץ של חלק מהשיטות והכלים האגילים והדגש יהיה על אופן המחשבה השונה בנוסף לכליםאני מתייחסת לפרוייקטי תוכנה
  • image source: 6inchmove.comAnother option:
  • Picture:car: http://www.alfaholics.com/our-cars/completed-builds/sprint-gt-shell-conversion-to-aluminium/ready-to-ship-home/
  • http://blog.jentekk.com/2008/03/21/scope_creep_website_development_issues/
  • Practice 80/20 rule. 80/20 rule refers to the phenomenon where 20% of causes lead to 80% of the results. Quit trying to be a perfectionist and focus on the 20% of the things that matter. Read my 3-part series on 80/20 Principlefor more on 80/20 rule and how to implement it in your life.Time box. Set aside a fixed time slot to work on your tasks. You must work on that task and only that task during that time slot, no more, no less. (Hence the term, time ‘box’, since the task is boxed within the time). Most people set aside a time to work on a task and continue working on it till they are done, even if it means exceeding the time. Because of that, they develop the mentality that it’s okay not to finish a task within the allotted time slot since there’s time later to do it. This decreases their productivity. With time boxing, the non-negotiable cut-off timing makes you more productive.Picture:http://personalexcellence.co/blog/boost-your-productivity-in-50-ways/
  • http://blog.jentekk.com/2008/03/21/scope_creep_website_development_issues/תמונה:http://read-and-written.blogspot.co.il/2011/12/time-expands.html
  • Practice 80/20 rule. 80/20 rule refers to the phenomenon where 20% of causes lead to 80% of the results. Quit trying to be a perfectionist and focus on the 20% of the things that matter. Read my 3-part series on 80/20 Principlefor more on 80/20 rule and how to implement it in your life.Time box. Set aside a fixed time slot to work on your tasks. You must work on that task and only that task during that time slot, no more, no less. (Hence the term, time ‘box’, since the task is boxed within the time). Most people set aside a time to work on a task and continue working on it till they are done, even if it means exceeding the time. Because of that, they develop the mentality that it’s okay not to finish a task within the allotted time slot since there’s time later to do it. This decreases their productivity. With time boxing, the non-negotiable cut-off timing makes you more productive.Picture:http://personalexcellence.co/blog/boost-your-productivity-in-50-ways/דוגמאות:טועמים גלידה לפני שקונים
  • Practice 80/20 rule. 80/20 rule refers to the phenomenon where 20% of causes lead to 80% of the results. Quit trying to be a perfectionist and focus on the 20% of the things that matter. Read my 3-part series on 80/20 Principlefor more on 80/20 rule and how to implement it in your life.Time box. Set aside a fixed time slot to work on your tasks. You must work on that task and only that task during that time slot, no more, no less. (Hence the term, time ‘box’, since the task is boxed within the time). Most people set aside a time to work on a task and continue working on it till they are done, even if it means exceeding the time. Because of that, they develop the mentality that it’s okay not to finish a task within the allotted time slot since there’s time later to do it. This decreases their productivity. With time boxing, the non-negotiable cut-off timing makes you more productive.Picture:http://personalexcellence.co/blog/boost-your-productivity-in-50-ways/
  • http://blog.jentekk.com/2008/03/21/scope_creep_website_development_issues/
  • Practice 80/20 rule. 80/20 rule refers to the phenomenon where 20% of causes lead to 80% of the results. Quit trying to be a perfectionist and focus on the 20% of the things that matter. Read my 3-part series on 80/20 Principlefor more on 80/20 rule and how to implement it in your life.Time box. Set aside a fixed time slot to work on your tasks. You must work on that task and only that task during that time slot, no more, no less. (Hence the term, time ‘box’, since the task is boxed within the time). Most people set aside a time to work on a task and continue working on it till they are done, even if it means exceeding the time. Because of that, they develop the mentality that it’s okay not to finish a task within the allotted time slot since there’s time later to do it. This decreases their productivity. With time boxing, the non-negotiable cut-off timing makes you more productive.Picture:http://personalexcellence.co/blog/boost-your-productivity-in-50-ways/
  • http://blog.jentekk.com/2008/03/21/scope_creep_website_development_issues/
  • http://notbuyinganything.blogspot.co.il/2011/02/human-species-is-wonderfully-adaptable.html תמונה
  • Becoming Agile - Challenge the Traditional Thinking

    1. 1. Challenging the traditional thinking AgilIL2012
    2. 2. Yael RabinovichSoftware industry since 1998Agile coach @ AgileSparks since 2009 Agile coach, AgileSparks Mail: Yael@Agilesparks.com
    3. 3. Challenging the traditional thinking AgilIL2012
    4. 4. Scenario: Retesting"Well, theres no point in testing now, If the code changes, Ill just need to re-test all this stuff anyway.Call me when things stop changing."
    5. 5. Traditional thinking Scenario: Retesting• Whats the assumption taken? – Things will stop changing – Testing time = tests execution time – Testing role certifying the product is ready for delivery• The benefits – Test execution time potentially will be reduced – People motivation – Test coverage is easier to track
    6. 6. Agile thinking Scenario: Retesting• The assumption – Things will keep changing – The role of the tester is Improving the quality of the product before its complete• Benefits – Total delivery time potentially reduced – Fixes are simpler (risktime) – Tester role is more relied on and critical – leading role – Progress is more reliable – Increase in quality
    7. 7. Agile thinking Scenario: Retesting• Potential challenges: – More testing time – Doing the same again and again – low motivation – Effort on automation
    8. 8. Agile Thinking concepts Scenario: Retesting Optimize the whole flow Stop starting start finishing Lean Agile Early feedback Scrum Kanban Incremental development, Work as one Team,Build Quality In –Automation, Continuous XPintegration, Unit tests
    9. 9. Scenario: Utilization“Should I start something new that is waiting for me ?”
    10. 10. Traditional thinking Scenario: Utilization• The assumption taken – I’m measured as efficient by the pace I produce• The benefits: – People’s skills are highly utilized
    11. 11. Agile thinking Scenario: Utilization• The assumption – Effectiveness is measured by the time it takes us to get things done – from concept to consumption – Optimize the whole vs. Local optimization – Work as one team Can I help directly? Do something in my domain that doesn’t create work down stream ?Or assist in making downstream faster ? Innovation ? Improvement backlog?
    12. 12. Scenario: Scope Driven"We must include this new capability in this release, it’s strategic.It will result with postponing in 2 -3 months the release date"
    13. 13. Traditional thinking Scenario: Scope Driven• Whats the assumption taken? – Customer knows what they want• Potential problems: – You may loose the window of opportunity – Time expands - Student syndrome, Parkinson’s law – Your team will run out of energy – You end up with “scope creep”
    14. 14. Agile thinking Scenario: Scope Driven• The assumption – Early feedback – Continuous short delivery cycles – Customers discover what they want• Benefits : – Incremental value & ROI – build customer trust – Easy to plan – Creates sense of urgency – 80/20 rule (less is more)
    15. 15. Agile thinking Scenario: Scope Driven• Potential challenges: – Short term view – High investment in reduce cost of release – Late adapters “Timebox — dont scopebox” — Mary Poppendieck , Leading lean software development
    16. 16. Agile Thinking concepts Scenario: Scope driven Optimize the whole flow Stop starting start finishing Lean Deliver fast Agile Customer collaboration Early feedback Responding to change Scrum Kanban Project management framework: IncrementalEngineering Practices: Build development, XP Work as one Team,Quality In – Automation,Continuous integration, Unit Sprints - timeboxing,tests Product Owner
    17. 17. Scenario: Meetings“All day we are in endless meetings, there is no time to do real work”
    18. 18. Traditional thinking Scenario: Meetings• The assumption taken? – Work is what we do out of the meetings (code, test…) – Machine model: Each part can be built separately and be assembled at the end• Potential problems: – More documentation – More Process
    19. 19. Agile thinking Scenario: Meetings• The assumption – Team face-to-face communication is most effective – Engineers discover how to build the product• Benefits : – Focus – Tight feedback – Ownership – Team spirit – Transparency
    20. 20. Practices that can help Scenario: Meetings• Collaborative games – Fun• Physical participation• Visualization• Repeated Structure• Small• Facilitator• Own a meeting• Publish Agenda, goal, outcome• Time-boxing• Close the meeting explicitly
    21. 21. Agile Thinking concepts Scenario: MeetingsOptimize the whole flow top starting start finishing eliver fast Lean Individuals & Interactions Customer collaboration Agile Early feedback Responding to change Scrum Kanban Incremental development, Work as one Team, Sprints - time Build Quality In – Automation, boxing, Product XP Owner, Cross Continuous integration, Unit tests, functional teams, ceremonies
    22. 22. Scenario: Planning“We are bad at estimating, we never live up to our plans”
    23. 23. Traditional thinking Scenario: Planning• The assumption taken – Engineers knows in advanced how to build the product
    24. 24. Agile thinking Scenario: Planning• The assumption – Engineers discover how to build the product – It’s an emerging process – complex system – Empirical data = Velocity, Working software – Continuous planning = adapt the plan according to the teams capability
    25. 25. Agile Thinking concepts Scenario: Scope drivenOptimize the whole flowStop starting start finishingDeliver fast Lean Working software Individuals & Interactions Customer collaboration Agile Early feedback Responding to change Scrum Kanban Incremental development, Work as one Team, Sprints - timeBuild Quality In – Automation, boxing, Product XP Owner, CrossContinuous integration, Unittests, functional teams, ceremonies, PSP
    26. 26. AdaptabilityAgile is a method to deliver value to the customers, not a dogma

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