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Change agile for XP Days 2012 benelux v1.0 Slide 1 Change agile for XP Days 2012 benelux v1.0 Slide 2 Change agile for XP Days 2012 benelux v1.0 Slide 3 Change agile for XP Days 2012 benelux v1.0 Slide 4 Change agile for XP Days 2012 benelux v1.0 Slide 5 Change agile for XP Days 2012 benelux v1.0 Slide 6 Change agile for XP Days 2012 benelux v1.0 Slide 7 Change agile for XP Days 2012 benelux v1.0 Slide 8 Change agile for XP Days 2012 benelux v1.0 Slide 9 Change agile for XP Days 2012 benelux v1.0 Slide 10 Change agile for XP Days 2012 benelux v1.0 Slide 11 Change agile for XP Days 2012 benelux v1.0 Slide 12 Change agile for XP Days 2012 benelux v1.0 Slide 13 Change agile for XP Days 2012 benelux v1.0 Slide 14 Change agile for XP Days 2012 benelux v1.0 Slide 15 Change agile for XP Days 2012 benelux v1.0 Slide 16 Change agile for XP Days 2012 benelux v1.0 Slide 17 Change agile for XP Days 2012 benelux v1.0 Slide 18 Change agile for XP Days 2012 benelux v1.0 Slide 19 Change agile for XP Days 2012 benelux v1.0 Slide 20 Change agile for XP Days 2012 benelux v1.0 Slide 21 Change agile for XP Days 2012 benelux v1.0 Slide 22 Change agile for XP Days 2012 benelux v1.0 Slide 23 Change agile for XP Days 2012 benelux v1.0 Slide 24
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Workshop done on november 30 at XP Days 2012 Benelux by Andre Heijstek and Ben Linders

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Change agile for XP Days 2012 benelux v1.0

  1. 1. Change  Agile       Ben  Linders,  André  Heijstek veranderproject.nl
  2. 2. Change  Projects Characteris<cs √No  SMART  goal √SoB  factors √Con<nuous  Process √Adapt
  3. 3. Agile  or  Waterfall? Nee Type 2 Projects Type 4 Projects Product Development ag & Research ile Methods well defined Changemanagement Type 1 Projects Type 3 Projects Engineering waterfall Software Development Ja Ja Nee Goals well defined 3
  4. 4. Release Backlog TO-DO DOING DONE Release Planning Sprint Planning Sprint Execution 4
  5. 5. Sprint 1 Backlog TO-DO DOING DONE Theory Practice Reflection 5
  6. 6. Agile Manifesto MoreAgile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. by Geert Bossuyt Through this work we have come to value: Individuals and interactions over processes and tools Teamwork & responsibility over Individuals and Interaction WorkingDeliver Value over Working software documentation software over comprehensive Partnership elaboration over Customer collaboration Customer collaboration over contract negotiation Embrace change over Respond to Change Responding to change over Agile Manifesto,plan While we value the following a we state that MoreAgile is more Agile. That is, while there is value in the items on the right, we value the items on the left more. 6
  7. 7. Scrum in a Nutshell 7
  8. 8. Three pillars • Transparency • Inspection • Adaptation 8
  9. 9. Scrum framework Roles • Product owner Change • ScrumMaster Events • Team • (Release planning) • Sprint planning meeting • Daily scrum meeting • Sprint review meeting • Sprint retrospective Artifacts • Product backlog • Sprint backlog • (Burndown charts) • Definition of Done 9
  10. 10. Scrum framework Roles • Change owner • ScrumMaster Events • Team • (Release planning) • Sprint planning meeting • Daily scrum meeting Sprint review meeting • Sprint retrospective Artifacts • Product backlog • Sprint backlog • (Burndown charts) • Definition of Done 10
  11. 11. Change owner • Define the content of the change • Decide on release date and content • Be responsible for the “profitability” of the change (ROI) • Prioritize features according to (market) value • Adjust features and priority every iteration, as needed  • Accept or reject work results 11
  12. 12. Scrum framework Roles • Change owner • ScrumMaster Events • Team • (Release planning) • Sprint planning meeting • Daily scrum meeting • Sprint review meeting • Sprint retrospective Artifacts • Product backlog • Sprint backlog • (Burndown charts) • Definition of Done 12
  13. 13. Release Planning Product Vision 1 2 3 4 5 6 7 8 User Change User User User Story Story Story User stories are the Story Epic Agile way of documenting User User User User Story Story Story requirements. Epic Story As a <user role> Epic Epic User User User User User Story Story Story I want <something> Story Story So I can achieve <value> User User User User User User Story Story Story Story Story Story 13
  14. 14. Rough Estimation High Medium Low User User User User User User User User Story User Story User Story Story User Story User Story Story Story Story Story User User User User Story Story User User User Story User User Story Story Story User Story Story User Story Story Story User Story User User Story User User Story Story User Story Story Story Story 14
  15. 15. Rough Estimation High User User User User Story Story Story Story User Story 15
  16. 16. Rough Estimation High Medium Low User User User User User User User User Story Story Story Story Story Story Story Story User User User User User User User Story Story Story Story Story Story Story User User User User Story Story Story Story User User 1 Story Story Story Point 16
  17. 17. Vertical Slicing Software Development Change Management Presentation Layer Coaching Business Layer Training Database Layer Process Artefacts 17
  18. 18. Definition of Done in Software Development • Tested & bugfree • Refactoring • Deployed to test server, • Code reviewed when so PO can test needed • All user actions • Remember to check • All supported browsers the Style_guideline • IE7/8 • Maintain wiki page • Chrome • Maintain ERD document • Firefox • Versions of components • Safari on Mac • License overview • Comments in code • Check the constraints 18
  19. 19. Definition of Done in Change Management • Ownership transfered • New methods defined • First round of • Employees trained improvement suggestions • Change initiated in at processed least 1 pilot project • Plan defined for further • Positive feedback of improvements users • “Regression-test” (after care) on previous sprints 19
  20. 20. Sprint 1 Backlog TO-DO DOING DONE Theory Practice Reflection 20
  21. 21. Ben Linders Advies Agile Process Improvement Expected benefits: • Collaboration PI team and stakeholders • Deployment (over defining) processes • Adopt to changes • Incrementaly, ROI • Learn to work Agile 3
  22. 22. Ben Linders Advies Golden Rules for PI • Dare to share, early and frequently • Result depends on team, not individuals • The one who checks out a task is not necessarily the one who has to finish it • The one’s working on a task are the right people • You may critique anything, but never criticize anyone BenLinders.com/GoldenRules 4
  23. 23. Ben Linders Advies Case: Making agile fit! • SW product development, project based org. • Started Agile some months ago with 3 teams • Teams signal impediments with the – Product owners – Project leader – Line Managers Change needed, but the “agile” show must go on! 5
  24. 24. Create  a  Roadmap 1 • Change  steps  (User  Stories) – break  up  the  project  in  10-­‐20  concrete  steps  (each  having  value) – 15  minutes • Defini<on  of  Done?  (Value/DoD) – 10  minutes •  Es<mates – business  value – story  points • Release  Planning – Assign  stories  to  sprints

Workshop done on november 30 at XP Days 2012 Benelux by Andre Heijstek and Ben Linders

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