Journey to Next level Agility


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  • Through out this session, neither I’m not going to show the ghost nor am going to do a ghost buster action. Am going to speak about what is already in practice and how we can take to much better situation
  • There are common questions that worry during the progress of the project. We need to understand the moment of crisis and act in the right manner to reach either the better goal or the planned goal. It all depends on how we have laid out our business process. It all depends on the nature of agile team.Agile is not a path but a practice with spirit. See the Agile as a spirit rather than as a process.
  • Here is the gist of everything, “doing it right is right” is next level
  • This is the generic spirit of Agile practice. According to the book, it is said that pickup small chunk of work and follow all the principles of SDLC, such that the small chunk of work is ready to release at any given point.
  • In most cases, this kind of practice is in place. This is the real spirit of Iterate model and organizing the product backlog. But to make better use of this model, you need to realize how and when to rearrange the product backlog.There is also a chance that change requests / new product items / priority changes for each (or) every item in product backlog. Identifying that change is a real challenge and one has to be genius enough to handle the situation.
  • Within Iteration model, we have to make sure that the new work items can be added depending on the weight of the task points. Work items may be removed / postponed or rearranged at any given time.
  • Identifying the bugs is the right level. But again, it depends on how we can identify them at the early stage. Here it is very important to have an automated build mechanism and continuous integration on a daily basis. Once the project has such tools, identifying the bugs is only with a day of latency.The testers are happy to get their work recognized on the very moment.
  • RallyDev pictorial description of the release planning. Diagrammatically, it is very clear that final delivery consignment is increasing by size and finally reaches to the real size.
  • In the early stages of Agile practice it is misunderstood that Iteration's output is the Release, but that is not. Here are the few differences between these ideas.
  • Finally, it is a good practice to have any agile project as presented here.
  • Take 1 or 2 questions and be available for the offline discussion.
  • Journey to Next level Agility

    1. 1. Journey to next level of Agility<br />చక్రవర్తి<br /><br />0<br /><br />
    2. 2. Who am I<br /><ul><li>Started IT career on April 4th 1996
    3. 3. Workedwithvariouscompanies & played all roles of SDLC
    4. 4. Certified by Microsoft as
    5. 5. TechnologySpécialist
    6. 6. Professional Developer
    7. 7. Certified by Scrumallience as
    8. 8. Scrum Master
    9. 9. Awarded as MVP by Microsoft
    10. 10. For more information… Post Session</li></ul>1<br /> Ghost<br /><br />
    11. 11.<br />2<br />Agenda<br />
    12. 12. Agenda<br /><ul><li>What’s not « Agile » 
    13. 13. What’s « Agile »
    14. 14. How to attain the next « Agility »
    15. 15. Important stages
    16. 16. For more information…</li></ul>3<br />GroundRules<br /><br />
    17. 17. Ground Rules<br /><ul><li>Electronics by exception
    18. 18. One conversation at a time
    19. 19. Participation & Respect
    20. 20. Timeliness
    21. 21. Anythingelse.. ?  </li></ul>4<br />Not Agile<br /><br />
    22. 22. What’s not “Agile”<br />5<br /><br />
    23. 23. # Agile<br />Everything is Agile<br /><ul><li>Resource location is agile
    24. 24. Resource reporting is agile
    25. 25. Requirement is agile by every day / every hour
    26. 26. Team composition is agile</li></ul>Manager says<br /><ul><li>You are everything
    27. 27. You directly talk to the client and do what ever he asks you
    28. 28. d</li></ul>6<br /> Large Projects<br /><br />
    29. 29. Myth<br />Technical Debt<br />Agile is not meant for large projects<br />Agile doesn’t suite for large projects, because<br /><ul><li>Architecture can’t be build in small iterations
    30. 30. That is built on small iterations wouldn’t sustain for huge business application
    31. 31. It is always like chasing the moving target
    32. 32. Work assigning is a tedious task
    33. 33. Audit history for Change requests is uncontrollable
    34. 34. Product Owner is the paymaster and thus he dictates
    35. 35. what is to be done
    36. 36. when is to be done
    37. 37. d</li></ul>7<br />What’s Agile<br /><br />
    38. 38. 3 Steps<br />3 Phases<br />What’s Agile<br />Bing has beyond ample list of web docs<br />You can bing for Agile methodologies and it is easy to lost in the web hive with the tons of information that is available for you. Be careful, too much information is also fatal <br />Local communities help you <br />Now-a-days, Agile is being a buzz word within the industry as well as with venture capitalists, it is giving ample scope for the communities to come together. There are few local communities, please join them and get the different people’s understanding and implementation of Agility within their work space<br /><br />“quick and well-coordinated in movement”<br />No definition @ either wikipedia (or) wikitionary<br />They have definition for “Agility”, but not of agile.<br />d<br />8<br />Plan&Routes<br />9<br /><br />
    39. 39.<br />Sometimes things don’t go as planned. Sometimes the original plan is the WRONG one!How do you know which is right?How do you know where you are?(answer: incremental development with feedback)What do you do at the moment of crisis?<br />planned route to planned goal<br />route to planned goal<br /> (1969 lunar landing)<br />Moment of crisis!<br />route to better goal<br />route to worse goal<br />getting lost<br />9<br />Step1:HowNextLevel<br />
    40. 40. How to next level? Step 1<br />The first Question is..<br />Are we professional? <br />- Ken Schwaber<br /><br />There is a difference between “Profession” and “Professional”<br />One is a standard & the other is Behavior <br />- David Starr<br /><br />10<br />Step2:What2BAgile<br />
    41. 41. Step 2 – What has to be more Agile<br /><ul><li>Increasing the Customer Involvement</li></ul>[[Not to an extent of dictatingwhodoeswhat.. ]]<br /><ul><li>Improving the prioritization of Features</li></ul>[[Higher value featuresgenerate revenue.. ]]<br /><ul><li>Increasing the Team Buy-in & involvement</li></ul>[[Self organised teams doesn’tneedwork allocation ]]<br /><ul><li>Adapting to change During the Development</li></ul>[[Iteratemethodologyhelps to reassessthe features & Project Timeline ]]<br />11<br />BusinessValue<br />12<br /><br />
    42. 42.<br />System Evolution vs. Slices of BV<br /><ul><li>Mowing the lawn analogy
    43. 43. 4 “functions” to mow the law to get to “done, done, done”
    44. 44. Completing 1 “function” does not deliver “business value”
    45. 45. Deadline – Time Boxed
    46. 46. My kid is going to mow the lawn – will he do a good job?</li></ul>Front<br />Back<br />Sides<br />Pick Up Trash<br />Mow <br />Trim & Edge <br />Sweep Clippings<br />BecomeWithin<br />12<br />
    47. 47. Become Agile within<br /><br />Your Goal should not the be Next Level, but the Right level<br />Assess your organization to determine where you should begin adding agility.<br />Obtain executive support for the move to the Next level of Agile process. <br />Get the development team involved in the migration process to ensure buy-in. <br />Develop a clear understanding of your current processes by documenting them.<br />Identify a coach or consultant to help you with your migration. <br />That’s where I can help you.. <br />Review your current process, and look for areas that can be shifted to more Agile methods. Focus on areas with the most potential for improvement and the most value to the customer and your organization. The readiness assessment will also help with this task.<br />Outline a custom process based on the findings from the previous step<br />Try the new process on a pilot project.<br />Review the findings after the pilot, make changes, and continue to scale out your new methodology.<br />Source:<br />13<br />Elders&Kids<br />
    48. 48.<br />05/11/10<br />14<br />Step3:5Whys<br />
    49. 49. Step 3 – Five Whys<br />Why 5<br />Why 4<br />Why 2<br />Why 3<br />Why 1<br />The big ? is…<br />Not “Why”<br />but “How”<br />dafsdf<br />15<br />ProvenFacts<br />16<br /><br />
    50. 50.<br />The Proven Facts<br />There are two villages, Attari and Wazirgunjin Gaya, separated by a big hill.<br />Who does the layout for the Road between these villages?<br />Do we have to follow the below<br />Take permission from Govt<br />Govt does an ariel study for the path plan<br />Govt invites tenders ..<br />Blah .. Blah ..<br />..<br />But one man at the age of 60, Manjhi had single-handedly carved out a 360 feet long, 30 feet high and 30 feet wide passage by cutting through a hill near Gahlaur with a hammer, chisel and nails, working day and night, resulting<br /><ul><li>The road between the villages
    51. 51. A notice from the Medical agency for the treatment to the man</li></ul>How is this possible ?<br />16<br />IterateModel-ALM<br />
    52. 52.<br />Phase 1 – Small & Iterate<br />Iterate Model : Application Life Stages<br />Source : <br /><br />17<br />IteratePlan<br />
    53. 53.<br />Phase 1 – Small & Iterate<br />Iterate Model : Requirements Planning - Generic<br /><br />18<br />IterateNewModel<br />
    54. 54.<br />Phase 1 – Small & Iterate : Right Level<br />Iterate Model : <br />19<br />DefectReason<br />
    55. 55.<br />Phase 2 – Testing : Next Level is Right Choice<br />Defect Identification<br />20<br />RallyRelease<br />
    56. 56.<br />Phase 3 – Release Planning : Iterations<br />Source:<br />21<br />ReleaseNotIterations<br />
    57. 57. Release (vs) Iterations<br /><ul><li>Focused on tasks decomposed from user stories
    58. 58. Based on velocity and capacity of the team
    59. 59. Usually 1-4 weeks in length
    60. 60. “How” focused – how are we going to get there?
    61. 61. Task estimating
    62. 62. Potentially shippable product – features are demo-able
    63. 63. Focused on User Stories supporting a theme
    64. 64. Based on a healthy, historical velocity
    65. 65. Usually 1-4 months in length consisting of 2-4 iterations
    66. 66. “What” focused – what can we deliver
    67. 67. Story writing
    68. 68. Shippable product – features are made available to the customer</li></ul><br />Phase 3 – Release is Not Iterations<br />Source:<br />22<br />ReleaseCycle<br />
    69. 69.<br />Sprint Transition<br />Phase 3 – Agile Release Structure : Release Cycle<br />Scrum <br />Master<br />1 or 2 sprints depending on <br />the product complexity<br />Planning<br />2 – 12 weeks<br />Sprint 1<br />Sprint 2<br />Sprint 3<br />Sprint 4<br />Hardening Sprint<br />Hardening Sprint <br /><ul><li>Team building (Staffing, Scrum Master
    70. 70. Release Timeline
    71. 71. Architecture Definition (coarse grain)
    72. 72. Dependencies identified
    73. 73. Release cost forecast
    74. 74. Release Backlog
    75. 75. Prioritized
    76. 76. Sized
    77. 77. Detailed
    78. 78. Estimated
    79. 79. Sprint goal for 1 or 2 sprint
    80. 80. May not be formal sprint</li></ul>5 – 10% Backlog grooming<br />System test involved<br />23<br /> QA<br />
    81. 81.<br />Thanks<br />Q&A<br />24<br />Tx<br />