The ultimate value in Agile development is that it enables teams to deliver value faster, with greater quality and predictability, and greater attitude to respond to change. See how you get there by combining aikido martial arts concepts to learn all kinds of techniques, practices and tools for modern agile software development.
5. WHY WE NEED IMPROVEMENTS
WITHIN A TEAM
The ultimate value in Agile
development is that it enables
teams to deliver value faster,
with greater quality and
predictability, and greater
attitude to respond to change.
6. AIKIDO MARTIAL ARTS
JOURNEY
INTRODUCED BY
ALISTAIR COCKBURN
CONCEPT TO LEARN ALL KINDS OF
TECHNIQUES, PRACTICES AND TOOLS
FOR SOFTWARE DEVELOPMENT
SHU HA RI
NOVICE | Follow the rules – shu
PROFICIENT | Break the rules – ha
EXPERT | Be the rule - ri
7. NOVICE | Follow the rules – shu PROFICIENT | Break the rules – ha EXPERT | Be the rule - ri
Learning the process basics
Mimicking the practices
Learning and following the rules of
scrum/agile
Require a lot of training via a team
coach
Understand the Agile practices
and the importance of the
principles and values
Developing own distinctive
qualities
Require less training from a team
coach (asking questions)
Actively experiment with new
ways of working together and use
metrics to measure the effects
All team members consistently
think and act as a unit
Require little to no training from a
team coach
14. PRIME
DIRECTIVE
Regardless of what we discover, 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
Project Retrospectives:
A Handbook for Team Review
16. ITERATION* PLANNING
Our target scenario “high” (3) is, a team has everything or similar out of this:
Planning happens before each iteration and the team work on it collectively.
Team is comfortable with the process, they break the stories into tasks, confident in their estimations, is able to do
planning for a 2 week iteration in 3-4 hours and the entire team believe the plan is achievable.
Team identifies available capacity for the next iteration. Team considers previous velocity indications to do iteration
planning.
Team actively experiments with new methodologies and practices and is using metrics to measure the effects.
If not (or just some parts of it), place yourself at “middle” (2) or “low” (1).
17. ESTIMATION
We have extremes, to the “low” (1) side we’d see examples like:
The team struggles gaining consensus on estimates and are dominated by experts. Meeting takes a long time and
estimates are frequently revised.
For “middle” (2) we’d expect this to be in place, like:
Team shares a common understanding of size relations. Team is able to estimate and can recognise when a story is too
big to estimate and takes appropriate action. Initial estimates for an iteration are within 25% of actuals.
For “high” (3) we’d expect this to be in place, like:
The team uses a common understanding of size relations and an effective approach to estimating work. Initial estimates
for an iteration are within 10% of actuals. Team make an effort to continuously check for improvements of this process.
18. GATHER
DATA
Shu (1) | 30%
Ha (2) | 5%
Ri (3) | 65%
STORY CREATION PROCESS
Data gathering can be done in
precense or by using digital
tools.
20. THE ASSESSMENT IS JUST
YOUR STARTING POINT
After you made visible where
you stand it‘s time to go deeper
and find out why these values
occured.
ROOT CAUSES