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Agile in a Nutshell
      Steven “Doc” List
Agile in a Nutshell
      Steven “Doc” List
What’s coming?

Seven sections, Pecha Kucha / Ignite style

 20 slides, 15 seconds each = 5:00

 7 * 5:00 (300) = 2100 seconds = 35:00

 Plus short breaks (I’ve GOT to breathe!)

 Q&A (or get a break)
What’s coming?

Seven sections, Pecha Kucha / Ignite style

 20 slides, 15 seconds each = 5:00

 7 * 5:00 (300) = 2100 seconds = 35:00

 Plus short breaks (I’ve GOT to breathe!)

 Q&A (or get a break)
The Seven Sections
The Seven Sections
 Memorize this because there WILL be a test!

1.History               5.Roles & People

2.Principles            6.Practices

3.Players               7.User Stories and
                          more
4.Lifecycle
Fasten your seatbelts!
1. History
1:
        ll?
     fa
   er


            What is
 at
w
w
                     at



     What is
                       er
               fa
      l?          l



               Dr. Winston Royce, 1970
1:
Project
 Plans

          1:
BDUF
Big Design Up Front




                      1:
Silos




        1:
Isolation




        1:
Re
Re ac
  vo ti
     lu on
       tio ,
          n




               1:
Re
Re ac
  vo ti
     lu on
       tio ,
          n




               1:
Lightweight
              1:
Lightweight




              1:
Collab oration




             1:
Transparency




               1:
Time to
Value




          1:
Schools of
 Thought




             1:
Scrum



        1:
Extreme
Programming
     (XP)




              1:
Snowbird
 Feb 2001




            1:
1:
1:
1:
1:
1:
Is this enough?



                  1:
Breathe! Take a drink
     of water.
2. Principles
2:
Our highest priority is to
  satisfy the customer
   through early and
 continuous delivery of
   valuable software.


                             2:
Welcome changing
requirements, even late in
   development. Agile
processes harness change
   for the customer's
 competitive advantage.
                             2:
Responding to Change
                                    over
                        Following a Plan


Welcome changing requirements,
 even late in development. Agile
processes harness change for the
customer's competitive advantage.


                                           2:
Deliver working software
frequently, from a couple
 of weeks to a couple of
months, with a preference
to the shorter timescale.


                            2:
Working Software
                                 over
Comprehensive Documentation

Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
                 shorter timescale.




                                                        2:
Iterative Development


Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
                 shorter timescale.




                                                        2:
Business people and
  developers must work
together daily throughout
      the project.

                            2:
Build projects around
motivated individuals. Give
them the environment and
 support they need, and
 trust them to get the job
          done.
                             2:
Individuals and Interactions
                                  over
            Processes and Tools

Build projects around motivated individuals. Give them
the environment and support they need, and trust them
                 to get the job done.




                                                         2:
The most efficient and
  effective method of
conveying information to
and within a development
  team is face-to-face
     conversation.

                         2:
Co-location
                     Daily Stand-Up
                       Retrospectives


 The most efficient and effective method of conveying
information to and within a development team is face-to-
                  face conversation.



                                                           2:
Working software primary
Working software is theis the
primary measure of progress.
    measure of progress.




                               2:
Working software is the
primary measure of progress.




                               2:
Agile processes promote
sustainable development.
     The sponsors,
 developers, and users
   should be able to
maintain a constant pace
      indefinitely.
                           2:
Agile processes promote
sustainable development.
     The sponsors,
 developers, and users             ab
                                      le
                                in
                              ta e
   should be able to       Sus ac
                                P
maintain a constant pace
      indefinitely.
                                    2:
Simple Design

Continuous attention to
technical excellence and
good design enhances
        agility.


                           2:
Simplicity--the art of
 maximizing the amount of
work not done--is essential.


           Simple Design


                               2:
The best architectures,
requirements, and designs
emerge from self-organizing
          teams.




                              2:
Emergent Design,
Evolutionary Architecture
  The best architectures,
requirements, and designs
emerge from self-organizing
          teams.
                              2:
At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
    its behavior accordingly.




                                  2:
At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
    its behavior accordingly.

        Retrospectives

                                  2:
Breathe! Take a drink
     of water.
3. Players
Ken Schwaber



   Scrum



               3: Players
Ken Schwaber



   Scrum


 Jeff Sutherland
                   3: Players
Kent Beck


   Extreme
Programming



              3: Players
Kent Beck


   Extreme
Programming

   Ron Jeffries
                  3: Players
Kent Beck
   Ron Jeffries

   Extreme
Programming
  Ward Cunningham


                    3: Players
Kent Beck
         Ron Jeffries

    Extreme
 Programming
     Martin Fowler

Ward Cunningham
                        3: Players
Agile Alliance
    “Agile
Retrospectives”


     Diana Larsen

                    3: Players
Agile Alliance
    “Agile
Retrospectives”

    Esther Derby

          Diana Larsen
                         3: Players
Alistair Cockburn


    Crystal
 Methodology
“Agile Software
 Development”
                        3: Players
Robert C. “Uncle Bob” Martin


           Software
        Craftsmanship
         “Clean Code”

                          3: Players
James Grenning




   Planning Poker

                    3: Players
James Grenning




   Planning Poker

                    3: Players
Elisabeth Hendrickson




           Test Obsessed

                           3: Players
Adaptive Leadership
  “Agile Project
  Management”


       Jim Highsmith

                       3: Players
Lisa Crispin




      Agile Testing
     “Agile Testing”

                   3: Players
Mary Poppendieck




Lean Software
  Development
“Lean Software
 Development”        3: Players
Take a breath.
4. Lifecycle
                          Design &   Operations /
Inception   Iteration 0
                           Build        BAU
Let’s talk about the iterative model




                                       4:
Let’s talk about the iterative model
        Lather, Rinse, Repeat




                                       4:
Design &   Operations
Inception   Iteration 0
                           Build       / BAU




                                                  4:
Inceptio             Design &   Operation
         Iteration 0
   n                  Build      s / BAU




    Begin at the beginning




                                            4:
Inceptio             Design &   Operation
         Iteration 0
   n                  Build      s / BAU




                Who
                What
                Why
                Value

                                            4:
Inceptio             Design &   Operation
         Iteration 0
   n                  Build      s / BAU



            Workshops
  User Story (Epic) Writing
           Team Norms
          Plan Release 1
          Plan Iteration 1
                                            4:
Iteration   Design &   Operation
Inception
              0        Build      s / BAU




    Laying the foundation




                                             4:
Iteration   Design &   Operation
Inception
              0        Build      s / BAU




             Software
             Hardware
             Furniture
              Network
          Infrastructure
                                             4:
Design & Operation
Inception Iteration 0
                       Build    s / BAU




        Iterate...ate...ate




                                           4:
Design & Operation
Inception Iteration 0
                       Build    s / BAU



            P r o j e c t




                                           4:
Design & Operation
Inception Iteration 0
                       Build    s / BAU



            P r o j e c t

Release         Release        Release




                                           4:
Design & Operation
Inception Iteration 0
                       Build    s / BAU



            P r o j e c t

Release         Release        Release

 Features       Features        Features
  MVPs           MVPs            MVPs
  Other          Other           Other




                                           4:
Design & Operation
Inception Iteration 0
                       Build    s / BAU



                Release




                                           4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



                   Release




                                          Retrospective
Plan




                  Iterations




                                                          4:
Design & Operation
       Inception Iteration 0
                              Build    s / BAU



                       Iteration
Plan




                                                  4:
Design & Operation
       Inception Iteration 0
                              Build    s / BAU



                       Iteration



                      Analyze




                                                       Retrospective
                                            Showcase
                      Design
Plan




                       Code
                       Test
                      Deploy


                                                                       4:
Design & Operation
 Inception Iteration 0
                        Build    s / BAU



             Planning
Relative




                                            4:
Design & Operation
 Inception Iteration 0
                        Build    s / BAU



             Planning
Relative
          Collaborative


                                            4:
Design & Operation
 Inception Iteration 0
                        Build    s / BAU



             Planning
Relative
          Collaborative
                              Iterative
                                            4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



           Planning
Innovation Games
          Planning Poker
                           Vertical Slice
          Story Mapping                       4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



           Planning
Innovation Games
          Planning Poker
                           Vertical Slice
          Story Mapping                       4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



           Planning
Innovation Games
   Luke Hohmann




                                              4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



           Planning
Innovation Games
        Planning Poker
              James Grenning



                                              4:
Design & Operation
   Inception Iteration 0
                          Build    s / BAU



           Planning
Innovation Games
        Planning Poker
               Story Mapping
                     Jeff Patton
                                              4:
Take a sip of water.
5. Roles & People
Product Owner /
Product Manager


                   5: Roles &
Product Owner /
Product Manager


                   5: Roles &
Project Manager



                  5: Roles &
Project Manager



                  5: Roles &
Iteration Manager /
    ScrumMaster


                 5: Roles &
Iteration Manager /
    ScrumMaster


                 5: Roles &
Business Analyst



                   5: Roles &
User Experience
   Analyst /
   Designer


             5: Roles &
Developer



            5: Roles &
Developer



            5: Roles &
Architect / Technical
        Lead


                   5: Roles &
Tester / Quality
    Analyst


                   5: Roles &
QA / Test Lead



                 5: Roles &
BA Lead



          5: Roles &
Scaling Projects



                   5: Roles &
Scaling Projects



                   5: Roles &
Scrum of Scrums



                  5: Roles &
Huddles




          5: Roles &
Inclusivity


              5: Roles &
Shared...
    Responsibility,
Accountability, Success


                    5: Roles &
Shared...
    Responsibility,
Accountability, Success


                    5: Roles &
Shared...
    Responsibility,
Accountability, Success


                    5: Roles &
Shared...
    Responsibility,
Accountability, Success


                    5: Roles &
Trust



        5: Roles &
Trust



        5: Roles &
Courage



          5: Roles &
Drink, Breathe, Pause
6. Practices
Co-location



              6: Practices
Co-location



              6: Practices
Pairing




          6: Practices
Showcase / Demo



                  6: Practices
Showcase / Demo



                  6: Practices
Refactoring



              6: Practices
Card Wall



            6: Practices
Ready    In   Test   Done




        Card Wall



                        6: Practices
Daily Stand-Up



                 6: Practices
Daily Stand-Up



                 6: Practices
Retrospective



                6: Practices
Retrospective



                6: Practices
Big Visible Charts



                     6: Practices
As a...
      I need...
      So that...




User Story



                   6: Practices
I will know this is
             complete when...




Acceptance Criteria

  Given...
  When...
  Then...
                                   6: Practices
Test-First



             6: Practices
TDD



      6: Practices
BDD



      6: Practices
FDD



      6: Practices
DDD
              Eva ns
      E ric



                   6: Practices
DDDD



       6: Practices
ATDD



       6: Practices
Collaborative
  Estimation


          6: Practices
Collaborative
  Planning


           6: Practices
Iterations / Flow



                    6: Practices
Drink, Breathe, Pause
Drink, Breathe, Pause
7: User Stories
Co-location



              7: User Stories
Co-location



              7: User Stories
The User Story Template


         Role: As a...
         Goal: I want/need...
         Value: So that...




                                7: User Stories
Role: As a...




                7: User Stories
Goal: I want/need...




                       7: User Stories
Value: So that...




                    7: User Stories
Acceptance
  Criteria



High Level: I will know this is complete when...

Detailed...




                                                   7: User Stories
Given...
When...
Then...


       Given: The context
           and setup



                            7: User Stories
Given...
When...
Then...


           When: The action



                              7: User Stories
Given...
When...
Then...


           Then: Expected
               results



                            7: User Stories
Hierarchy of Detail




Themes: Planning




                    7: User Stories
Hierarchy of Detail




Epics: BIG Stories




                     7: User Stories
Hierarchy of Detail



Stories: INVEST and the
       Three C’s



                      7: User Stories
INVEST


I: Independent




                 7: User Stories
INVEST


N: Negotiable




                 7: User Stories
INVEST


V: Valuable




               7: User Stories
INVEST


E: Estimable




                7: User Stories
INVEST


S: Small




            7: User Stories
INVEST


T: Testable




               7: User Stories
The Three C’s


    Card
Conversation
Confirmation



                7: User Stories
So much more!
       Planning
 Releases & Iterations
  Big Visible Charts
Information Radiators
          ...
                         7: User Stories
I’m done!
I’m done!
Steven “Doc” List
      Agile Coach
Doc@AnotherThought.com
  www.StevenList.com

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Agile in a nutshell

Editor's Notes

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  13. The waterfall model is a sequential design process, often used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing and Maintenance.\n\nThe unmodified "waterfall model". Progress flows from the top to the bottom, like a waterfall.\n\nThe waterfall development model originates in the manufacturing and construction industries: highly structured physical environments in which after-the-fact changes are prohibitively costly, if not impossible. Since no formal software development methodologies existed at the time, this hardware-oriented model was simply adapted for software development.\nThe first formal description of the waterfall model is often cited as a 1970 article by Winston W. Royce,[1] though Royce did not use the term "waterfall" in this article. Royce presented this model as an example of a flawed, non-working model (Royce 1970). This, in fact, is how the term is generally used in writing about software development—to describe a critical view of a commonly used software practice.\n
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  149. Over the years I have come to describe Test Driven Development in terms of three simple rules. They are:\nYou are not allowed to write any production code unless it is to make a failing unit test pass.\nYou are not allowed to write any more of a unit test than is sufficient to fail; and compilation failures are failures.\nYou are not allowed to write any more production code than is sufficient to pass the one failing unit test.\n
  150. Behaviour-Driven Development (BDD) is an evolution in the thinking behind TestDrivenDevelopment and AcceptanceTestDrivenPlanning.\nIt brings together strands from TestDrivenDevelopment and DomainDrivenDesign into an integrated whole, making the relationship between these two powerful approaches to software development more evident.\nIt aims to help focus development on the delivery of prioritised, verifiable business value by providing a common vocabulary (also referred to as a UbiquitousLanguage) that spans the divide between Business and Technology.\nIt presents a framework of activity based on three core principles:\nBusiness and Technology should refer to the same system in the same way - ItsAllBehaviour \nAny system should have an identified, verifiable value to the business - WheresTheBusinessValue \nUp-front analysis, design and planning all have a diminishing return - EnoughIsEnough \nBDD relies on the use of a very specific (and small) vocabulary to minimise miscommunication and to ensure that everyone – the business, developers, testers, analysts and managers – are not only on the same page but using the same words.\n
  151. Feature Driven Development (FDD) is an iterative and incremental software development process. It is one of a number of Agile methods for developing software and forms part of the Agile Alliance. FDD blends a number of industry-recognized best practices into a cohesive whole. These practices are all driven from a client-valued functionality (feature) perspective. Its main purpose is to deliver tangible, working software repeatedly in a timely manner.\n\nFDD was initially devised by Jeff De Luca to meet the specific needs of a 15 month, 50 person software development project at a large Singapore bank in 1997. Jeff De Luca delivered a set of five processes that covered the development of an overall model and the listing, planning, design and building of features. The first process is heavily influenced by Peter Coad´s approach to object modeling. The second process incorporates Peter Coad's ideas of using a feature list to manage functional requirements and development tasks. The other processes and the blending of the processes into a cohesive whole is a result of Jeff De Luca's experience. Since its successful use on the Singapore project there have been several implementations of FDD.\nThe description of FDD was first introduced to the world in Chapter 6 of the book Java Modeling in Color with UML[1] by Peter Coad, Eric Lefebvre and Jeff De Luca in 1999. In Stephen Palmer and Mac Felsing´s book A Practical Guide to Feature-Driven Development[2] (published in 2002) a more general description of FDD, decoupled from java modeling in color, is given.\nThe original and latest FDD processes can be found on Jeff De Luca´s website under the ´Article´ area. There is also a Community website available at which people can learn more about FDD, questions can be asked, and experiences and the processes themselves are discussed.\n
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  154. Acceptance Test Driven Development (ATDD) is a practice in which the whole team collaboratively discusses acceptance criteria, with examples, and then distills them into a set of concrete acceptance tests before development begins. It’s the best way I know to ensure that we all have the same shared understanding of what it is we’re actually building. It’s also the best way I know to ensure we have a shared definition of Done.\n
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  160. Origins in XP\n
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  173. Negotiable... and Negotiated\nA good story is negotiable. It is not an explicit contract for features; rather, details will be co-created by the customer and programmer during development. A good story captures the essence, not the details. Over time, the card may acquire notes, test ideas, and so on, but we don't need these to prioritize or schedule stories.\n\n
  174. Valuable\nA story needs to be valuable. We don't care about value to just anybody; it needs to be valuable to the customer. Developers may have (legitimate) concerns, but these framed in a way that makes the customer perceive them as important.\nThis is especially an issue when splitting stories. Think of a whole story as a multi-layer cake, e.g., a network layer, a persistence layer, a logic layer, and a presentation layer. When we split a story, we're serving up only part of that cake. We want to give the customer the essence of the whole cake, and the best way is to slice vertically through the layers. Developers often have an inclination to work on only one layer at a time (and get it "right"); but a full database layer (for example) has little value to the customer if there's no presentation layer.\nMaking each slice valuable to the customer supports XP's pay-as-you-go attitude toward infrastructure.\n\n
  175. A good story can be estimated. We don't need an exact estimate, but just enough to help the customer rank and schedule the story's implementation. Being estimable is partly a function of being negotiated, as it's hard to estimate a story we don't understand. It is also a function of size: bigger stories are harder to estimate. Finally, it's a function of the team: what's easy to estimate will vary depending on the team's experience. (Sometimes a team may have to split a story into a (time-boxed) "spike" that will give the team enough information to make a decent estimate, and the rest of the story that will actually implement the desired feature.)\n\n
  176. Good stories tend to be small. Stories typically represent at most a few person-weeks worth of work. (Some teams restrict them to a few person-days of work.) Above this size, and it seems to be too hard to know what's in the story's scope. Saying, "it would take me more than month" often implicitly adds, "as I don't understand what-all it would entail." Smaller stories tend to get more accurate estimates.\nStory descriptions can be small too (and putting them on an index card helps make that happen). Alistair Cockburn described the cards as tokens promising a future conversation. Remember, the details can be elaborated through conversations with the customer.\n\n
  177. A good story is testable. Writing a story card carries an implicit promise: "I understand what I want well enough that I could write a test for it." Several teams have reported that by requiring customer tests before implementing a story, the team is more productive. "Testability" has always been a characteristic of good requirements; actually writing the tests early helps us know whether this goal is met.\nIf a customer doesn't know how to test something, this may indicate that the story isn't clear enough, or that it doesn't reflect something valuable to them, or that the customer just needs help in testing.\nA team can treat non-functional requirements (such as performance and usability) as things that need to be tested. Figure out how to operationalize these tests will help the team learn the true needs.\n\n
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