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EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE METHODS
PART 1: HISTORY &
CORE CONCEPTS
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
SHU-HA-RI
THE STAGES OF LEARNING
守: SHU(BEGINNER)
FOLLOW PRECISELYWITHOUTMODIFICATION
破:HA (PROFICIENT)
SHIFTING BETWEEN TECHNIQUES
離: RI (MASTERY)
UNCONSCIOUS CREATION OF NEW TECHNIQUES
WHAT DOES BEING
“AGILE”
ACTUALLY MEAN?
THEAGILE MANIFESTO
Waterfall
Agile
Waterfall (Incrementing)
Agile (Iterating)
Images with thanks from Jeff Patton: http://www.agileproductdesign.com/
INDIVIDUALS AND
INTERACTIONS
OVER PROCESSESAND TOOLS
WORKING
SOFTWARE
OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER
COLLABORATION
OVER CONTRACT NEGOTIATION
RESPONDING TO
CHANGE
OVER FOLLOWINGAPLAN
1. 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
...
3. Deliver working software
frequently, from a couple of
weeks to a couple of months,
with a preference to the shorter
tim...
4. Business people and
developers must work together
daily throughout the project.
5. Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the...
6. The most efficient and effective
method of conveying
information to and within a
development team is face-to-
face conv...
7. Working software is the
primary measure of progress.
8. Agile processes promote
sustainable development. The
sponsors, developers, and
users should be able to
maintain a const...
9. Continuous attention to
technical excellence and good
design enhances agility.
10. Simplicity--the art of
maximizing the amount of work
not done--is essential.
11. The best architectures,
requirements, and designs
emerge from self-organizing
teams.
12. At regular intervals, the team
reflects on how to become
more effective, then tunes and
adjusts its behaviour
accordin...
Business change via sustained
effort across the organisation
Change
Change
Change
Images shamelessly stolen from Ahmed Sid...
INSPECT ADAPT INSPECT
HOW DOES
“AGILE”
WORK
WORKFLOWAND PROJECT MANAGEMENT
AUP, CRYSTAL CLEAR,
DSDM, KANBAN, RUP,
SCRUM
KANBAN
1. Visualise (Card Wall)
2. Limit WIP
3. Manage Flow
4. Make Policies Explicit
5. Feedback Loops
6. Improve Collabo...
LIMIT WIP
REDUCE LEAD
TIME, IDENTIFY
BLOCKS & CLEAR
BOTTLENECKS
SCRUM
* Iterative Product Development
* 1-4 week Sprints
* Formal Roles (Product Owner &
Scrum Master)
* Timeboxed Meetings
DEVELOPMENT METHODS
BDD, FDD, RAD,
LEAN SOFTWARE,
XP
ExtremeProgramming
Activities
Writing the Software
Testing the Software
Listening to the Customer
Designing & Refactoring
...
QUALITY METHODS
TEST DRIVEN
DEVELOPMENT
Test-DrivenDevelopment
1. Create a test
2. Add the test to the test catalogue
3. Write the code
4. Run the tests (all of t...
MURA: UNEVENNESS
MURI: OVERBURDEN
MUDA: WASTE
UNDERSTANDINGWASTE
TRANSPORTATION
THE 7 WASTES
INVENTORY
THE 7 WASTES
MOTION
THE 7 WASTES
WAITING
THE 7 WASTES
OVER PRODUCTION
THE 7 WASTES
OVER PROCESSING
THE 7 WASTES
DEFECTS
THE 7 WASTES
1. AGILE MEANS NO
DOCUMENTATION
COMMONAGILE MISTAKES
2. NOT MEASURING,
MONITORING OR
CORRECTING
COMMONAGILE MISTAKES
COMMONAGILE MISTAKES
3. ASSUMING YOU
CAN DO MORE
WITH LESS
COMMONAGILE MISTAKES
4. SKIMPING ON
TRAINING AND
EDUCATION
COMMONAGILE MISTAKES
5. LACKING AN
EXECUTIVE
SPONSOR
COMMONAGILE MISTAKES
6. THINKING AGILE
IS FASTER OR
EASY
7. START WITH A
TOOL
COMMONAGILE MISTAKES
8. FAILING TO
SCALE
COMMONAGILE MISTAKES
9. ASSUMING
AGILE = SCRUM
COMMONAGILE MISTAKES
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE
ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL
GOOD BOOK STORES
CLI...
EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE METHODS
PART 2: ROLES &
RESPONSIBILITIES
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
CLICK TO ...
USERS WILL
USE THE SOFTWARE,
IDENTIFY ISSUES &
PROVIDE FEEDBACK
USERS CAN BE
THERE ARE NO
TYPICAL USERS
USERS DO NOT
SET SCOPE OR
TEST WORK
CUSTOMERSWILL
DEFINE, START&
END THE PROJECT
CUSTOMERSCAN BE
INTERNAL
MANAGERS OR
EXTERNAL CLIENTS
CUSTOMERS DO NOT
DIRECT WORK
THE PRODUCT OWNER WILL
MANAGE THE
PRODUCT
BACKLOG, SET THE
SCOPE & APPROVE
RELEASES
THE PRODUCT OWNER CAN BE
PROJECT
MANAGER, PRODUCT
MANAGER OR
CUSTOMER
THE PRODUCTOWNER DOES NOT
MANAGE THE TEAM
THE SCRUM MASTER WILL
MANAGE THE AGILE
PROCESS & REPORT
ON PROGRESS
THE SCRUM MASTER CAN BE
PROJECT
MANAGER, TEAM
LEADER OR TEAM
MEMBER
THE SCRUM MASTER DOES NOT
PRIORITISE
FEATURES
DEVELOPERS WILL
DEVELOP
FEATURES, AND
RESOLVE ISSUES
DEVELOPERS CAN BE
DEVELOPERS,
DESIGNERS, WRITERS,
OR ADMINISTRATORS
CROSS FUNCTIONAL
DEVELOPERS DO NOT
PRIORITISE
FEATURES
TESTERS WILL
TEST, APPROVE OR
REJECT FEATURES
FOR RELEASE
TESTERS CAN BE
EXISTING
DEVELOPERS OR
DEDICATED TESTERS
TESTERS DO NOT
TEST THEIR OWN
CODE
7 +/- 2
TYPICALTEAM SIZE
HAS AN INTEREST IN
THE WORK & IS
KEPT UP TO DATE
INVOLVED PARTIES (CHICKENS)
COMMITTED PARTIES (PIGS)
"DO" THE WORK &
ARE RESPONSIBLE
FOR THE RELEASE
VALUE STREAM MAPPING
DEFINES THE „AS-IS‟
STEPS & ROLES
FOR EACH TASK
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE
ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL
GOOD BOOK STORES
CLI...
EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE METHODS
PART 3: PROJECT
INITIATION
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
CLICK TO ...
ALSO KNOWNAS
FEASIBILITY,
SPRINT 0 (SCRUM)
OR ITERATION 0 (XP)
REDUCE RISK &
UNCERTAINTY
BY DEFININGTHE HIGH LEVELSCOPE
ALIGN TO STRATEGIC
GOALS, & TECHNICAL
FRAMEWORKS
SKILLS GAPANALYSIS & RECRUITMENT
BEGINNINGTHE PROCESS
AGILE PROJECTS
HAVE MINIMAL
INITIATION
THE DEVELOPMENTTEAM SHOULD BE
ENGAGED DURING
INITIATION
CUSTOMER IS FULLY
AWARE OF THEIR
RESPONSIBILITIES
CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
REMOVEANY POTENTIALIMPEDIMENTS
ADD TRAINING
TASKS TO THE
BACKLOG
“Friends don’t let friends use
Microsoft Project”
CREATE THE INITIAL
PRODUCT BACKLOG
(IN LOW DETAIL)
ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
ESTIMATE THE
PRODUCT BACKLOG
FIRSTORDER ESTIMATE- USING STORYPOINTS
1, 2, 3, 5, 8, 13, 20, 40, 100
FIBONACCISEQUENCE
EXPERT OPINION
THE TEAM MEMBER
WITH SPECIFIC
DOMAIN KNOWLEDGE
E.G.ADBAESTIMATING DATABASETASKS.
COMPARISON
COMPARING A TASK
TO ANOTHER,
ESTIMATED, TASK.
E.G.TASKAISABOUTTWICETHE EFFORTOF TASKB
COMPONENTS
BREAK A LARGE
TASK INTO SMALL
SUB-TASKS
E.G. BREAK USER MANAGEMENT INTO
INTERFACE, LOGIN,ACCESS CONTROL, ETC.
PLANNING POKER
EACH TEAM MEMBER
PLAYS A CARD
REPRESENTING THEIR
ESTIMATE
EVERYONE PARTICIPATESTO REACH CONSENSUS
Estimates must not be mentioned
during planning discussion to
avoid anchoring
STAFF OVERHEAD: NON PROJECTTIME
ESTIMATED LEAVE,
ILLNESS, BREAKS,
MEETINGS ETC.
GENERIC INDUSTRYMODIFIER:25%
DURATION CALCULATION
STORY COST X
(OVERHEAD + 1) X
(ESTIMATE RISK + 1)
ESTIMATE RISK IS OPTIONAL
FOR EXAMPLE
4 X (25% + 1) X (50%+ 1)
= 4 X 1.25 X 1.5
= 5 TO 7.5 HOURS
ITERATIONS SHOULD
BE BETWEEN 1 & 4
WEEKS
SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES
TO INSPECT &ADAPT
- “How much is this going to cost?”
- “As much as you’re willing to
spend.”
- “How long is this going to take?”
- “As long as is necessary.”
- “What am I going to get?”
- “Whatever you tell us you want.”
WORK IN PRIORITY
ORDER, RELEASE
QUICKLY & MONITOR
BURN RATE
FIXED COST
WORK IN PRIORITY
ORDER & ENFORCE
ITERATION LENGTH
FIXEDTIME
FIXED SCOPE
FOCUS ON BACKLOG
DEFINITION AND
ESTIMATION
FIXED COSTAND TIME
CALCULATE TOTAL
COST AS COST PER
ITERATION
FIXED COSTAND SCOPE
INCREASE THE
ESTIMATE RISK
DURING ITERATION 0
FIXEDTIMEAND SCOPE
PRE-ASSIGN WORK TO
ITERATIONS & PAD
SCHEDULE WITH
EXTRA ITERATIONS
FIXED COST,TIMEAND SCOPE
CANCEL THE
PROJECT
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE
ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL
GOOD BOOK STORES
CLI...
EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE METHODS
PART 4: ITERATIONS
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
CLICK TO ...
CONVERT THE
BACKLOG INTO A
REALISTIC GOAL
ITERATION PLANNING
THIS IS A CREATIVE
PROCESS: PREPARE
BEFOREHAND
SUPPLYPAPER,AWHITEBOARDAND INTERNETACCESS.
PRIORITISE THE
PRODUCT BACKLOG
BEFORETHE PLANNING WORKSHOP
DEFINE THE
BUSINESS GOAL
FOR THE ITERATION
PART 1: BUSINESS PLANNING
ENCOURAGEASTABLE & CONSISTENTWORKFLOW
ITERATION SCOPE IS
LIMITED BY TEAM
VELOCITY
PART 2:TECHNICALPLANNING
DECOMPOSE USER
STORIES INTO
TASKS (< 1 DAY)
CREATE THE
ITERATION BACKLOG
(IN HIGH DETAIL)
OWNED & MAINTAINED BYTHE DEVELOPERS
PLAN, DESIGN &
ESTIMATE TASKS
TECHNICALSPECIFICATIONS
GET HIGHEST
PRIORITY FEATURE
ALLOW DEVELOPERSTO CHOOSETHEIR TASKS
KANBAN (かんばん)
WORKFLOW MONITORING& VISUALISATION
CAN BE AS SIMPLE
OR COMPLEX AS
REQUIRED
THE FLOW OF VALUE THROUGHTHE SYSTEM
KANBAN: CLASS OF SERVICE
EXPEDITE
FIXED DELIVERY
STANDARD CLASS
INTANGIBLE CLASS
TEST– DRIVEN DEVELOPMENT
TEST COVERAGE
FUNCTIONS,
BOUNDARY CASES,
USER INTERFACE &
PERFORMANCE
TESTTYPES
DEFECT, USABILITY,
FUNCTIONALITY &
DATA
PAIR PROGRAMMING:
CODER + REVIEWER
BUILD
CODE STANDARDS:
A COMMON CODING
STYLE
BUILD
SYSTEM METAPHOR:
CLEAR NAMING
STANDARDS
BUILD
REGULAR COMMITS
VERSION CONTROL
AUTOMATED: UNIT
TESTING, COVERAGE,
DOCUMENTATION,
STANDARDS & BUILD
CONTINUOUS INTEGRATION
WHAT DID YOU DO
YESTERDAY?
DAILYSCRUM
WHAT WILL YOU DO
TODAY?
DAILYSCRUM
ARE THERE ANY
ISSUES?
DAILYSCRUM
SCRUM OF SCRUMS
FOR LARGETEAMS
CUSTOMERS CAN
ALWAYS SEE
PROGRESS
PROMOTINGTRANSPARENCYTHROUGHTHE
SCRUMSAND BACKLOG
VIEW PROGRESSAGAINSTTHE RELEASE
IMPROVE FUTURE
ESTIMATES
PROGRESS MONITORING
BURNUP CHARTS
BURNDOWN CHARTS
CUMULATIVE FLOW
STATISTICAL RUN
EFFORTVISUALISATION
PLOT DELIVERED
FUNCTIONALITY
AGAINST VELOCITY
BURNUP CHART
BURNDOWN CHART
VELOCITY
HOW MUCH WORK
CAN BE DELIVERED
PER ITERATION
DON'TMANAGE BY NUMBERS
IDENTIFY PROBLEM
TRENDS EARLY
DISCOVERY
SCOPE CREEP
PLATEAU
TOO MANY FEATURES
TRACKING EPICS
PLOT DELIVERED
FUNCTIONALITY
AGAINST DURATION
EFFORT VISUALISATION
CUMULATIVE FLOW DIAGRAM
AVERAGE TIME TO
COMPLETE A TASK
FROM START
CYCLETIME
AVERAGE TIME TO
COMPLETE A TASK
FROM REQUEST
LEAD TIME
DON'TMANAGE BY NUMBERS
IDENTIFY PROBLEM
TRENDS EARLY
BOTTLENECK
POOR FLOW
LARGE WIP LIMIT
LONG LEAD TIME
PLATEAU
PLOT CYCLE TIME
AGAINST AVERAGE
DURATION VISUALISATION
CYCLE TIME RUN CHARTS
DON'TMANAGE BY NUMBERS
IDENTIFY PROBLEM
TRENDS EARLY
PROCESS TREND
PROCESS SHIFT
EXTREME PROCESS VARIATION
DIFFERS BY ORGANISATION
WHAT DOES
“DONE”
MEAN?
DEFINITION OF “DONE”
DOCUMENTATION?
UAT?
BUILT / COMPILED?
WHAT DOES
“NOT DONE”
MEAN?
REMEMBERTHE PRIMARYMEASURE OF PROGRESS
PER ITERATION OR
ACROSS ITERATIONS
DEPLOY
PRESENT & REVIEW
COMPLETED WORK
TO THE CUSTOMER
ITERATION REVIEW
RETROSPECTIVE &
KAIZEN (改善)
CONTINUOUS IMPROVEMENT
WHAT WENT WELL?
ITERATION RETROSPECTIVE
ADDACTIONABLETASKS TO THE PRODUCT
BACKLOG
WHAT COULD BE
IMPROVED?
KAIZEN EMPHASISES
TEAMWORK,
DISCIPLINE &
MORALE
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE
ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL
GOOD BOOK STORES
CLI...
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
Agile Methods - 2 day workshop
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Agile Methods - 2 day workshop

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If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).

Learn how to improve your Software Development or Business Intelligence processes using modern Agile project management in a fun, friendly and effective way!

Traditional software project management is based on hierarchically driven, fixed outcome systems and processes. Agile project management, however, is an iterative planning & development approach that can be applied, day-to-day, to improve overall quality and customer satisfaction.

This two day course covers the basic concepts of Agile project management and how these methodologies can be used within your organisation. This course aims to provide the tools for software managers and teams to improve customer satisfaction through the rapid and continuous delivery of useful software. We also look at how to use the best of traditional (or waterfall) processes within Agile techniques.

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Agile Methods - 2 day workshop

  1. 1. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 1: HISTORY & CORE CONCEPTS
  2. 2. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com
  3. 3. SHU-HA-RI THE STAGES OF LEARNING
  4. 4. 守: SHU(BEGINNER) FOLLOW PRECISELYWITHOUTMODIFICATION
  5. 5. 破:HA (PROFICIENT) SHIFTING BETWEEN TECHNIQUES
  6. 6. 離: RI (MASTERY) UNCONSCIOUS CREATION OF NEW TECHNIQUES
  7. 7. WHAT DOES BEING “AGILE” ACTUALLY MEAN? THEAGILE MANIFESTO
  8. 8. Waterfall Agile
  9. 9. Waterfall (Incrementing) Agile (Iterating) Images with thanks from Jeff Patton: http://www.agileproductdesign.com/
  10. 10. INDIVIDUALS AND INTERACTIONS OVER PROCESSESAND TOOLS
  11. 11. WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
  12. 12. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
  13. 13. RESPONDING TO CHANGE OVER FOLLOWINGAPLAN
  14. 14. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  15. 15. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
  16. 16. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  17. 17. 4. Business people and developers must work together daily throughout the project.
  18. 18. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  19. 19. 6. The most efficient and effective method of conveying information to and within a development team is face-to- face conversation.
  20. 20. 7. Working software is the primary measure of progress.
  21. 21. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  22. 22. 9. Continuous attention to technical excellence and good design enhances agility.
  23. 23. 10. Simplicity--the art of maximizing the amount of work not done--is essential.
  24. 24. 11. The best architectures, requirements, and designs emerge from self-organizing teams.
  25. 25. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
  26. 26. Business change via sustained effort across the organisation Change Change Change Images shamelessly stolen from Ahmed Sidky (ICAgile)
  27. 27. INSPECT ADAPT INSPECT HOW DOES “AGILE” WORK
  28. 28. WORKFLOWAND PROJECT MANAGEMENT AUP, CRYSTAL CLEAR, DSDM, KANBAN, RUP, SCRUM
  29. 29. KANBAN 1. Visualise (Card Wall) 2. Limit WIP 3. Manage Flow 4. Make Policies Explicit 5. Feedback Loops 6. Improve Collaboratively
  30. 30. LIMIT WIP REDUCE LEAD TIME, IDENTIFY BLOCKS & CLEAR BOTTLENECKS
  31. 31. SCRUM * Iterative Product Development * 1-4 week Sprints * Formal Roles (Product Owner & Scrum Master) * Timeboxed Meetings
  32. 32. DEVELOPMENT METHODS BDD, FDD, RAD, LEAN SOFTWARE, XP
  33. 33. ExtremeProgramming Activities Writing the Software Testing the Software Listening to the Customer Designing & Refactoring Development Pair Programming Common Code Standards Clear System Metaphor
  34. 34. QUALITY METHODS TEST DRIVEN DEVELOPMENT
  35. 35. Test-DrivenDevelopment 1. Create a test 2. Add the test to the test catalogue 3. Write the code 4. Run the tests (all of them) 5. Clean up the code as required. (Refactor)
  36. 36. MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
  37. 37. TRANSPORTATION THE 7 WASTES
  38. 38. INVENTORY THE 7 WASTES
  39. 39. MOTION THE 7 WASTES
  40. 40. WAITING THE 7 WASTES
  41. 41. OVER PRODUCTION THE 7 WASTES
  42. 42. OVER PROCESSING THE 7 WASTES
  43. 43. DEFECTS THE 7 WASTES
  44. 44. 1. AGILE MEANS NO DOCUMENTATION COMMONAGILE MISTAKES
  45. 45. 2. NOT MEASURING, MONITORING OR CORRECTING COMMONAGILE MISTAKES
  46. 46. COMMONAGILE MISTAKES 3. ASSUMING YOU CAN DO MORE WITH LESS
  47. 47. COMMONAGILE MISTAKES 4. SKIMPING ON TRAINING AND EDUCATION
  48. 48. COMMONAGILE MISTAKES 5. LACKING AN EXECUTIVE SPONSOR
  49. 49. COMMONAGILE MISTAKES 6. THINKING AGILE IS FASTER OR EASY
  50. 50. 7. START WITH A TOOL COMMONAGILE MISTAKES
  51. 51. 8. FAILING TO SCALE COMMONAGILE MISTAKES
  52. 52. 9. ASSUMING AGILE = SCRUM COMMONAGILE MISTAKES
  53. 53. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE
  54. 54. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 2: ROLES & RESPONSIBILITIES
  55. 55. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  56. 56. USERS WILL USE THE SOFTWARE, IDENTIFY ISSUES & PROVIDE FEEDBACK
  57. 57. USERS CAN BE THERE ARE NO TYPICAL USERS
  58. 58. USERS DO NOT SET SCOPE OR TEST WORK
  59. 59. CUSTOMERSWILL DEFINE, START& END THE PROJECT
  60. 60. CUSTOMERSCAN BE INTERNAL MANAGERS OR EXTERNAL CLIENTS
  61. 61. CUSTOMERS DO NOT DIRECT WORK
  62. 62. THE PRODUCT OWNER WILL MANAGE THE PRODUCT BACKLOG, SET THE SCOPE & APPROVE RELEASES
  63. 63. THE PRODUCT OWNER CAN BE PROJECT MANAGER, PRODUCT MANAGER OR CUSTOMER
  64. 64. THE PRODUCTOWNER DOES NOT MANAGE THE TEAM
  65. 65. THE SCRUM MASTER WILL MANAGE THE AGILE PROCESS & REPORT ON PROGRESS
  66. 66. THE SCRUM MASTER CAN BE PROJECT MANAGER, TEAM LEADER OR TEAM MEMBER
  67. 67. THE SCRUM MASTER DOES NOT PRIORITISE FEATURES
  68. 68. DEVELOPERS WILL DEVELOP FEATURES, AND RESOLVE ISSUES
  69. 69. DEVELOPERS CAN BE DEVELOPERS, DESIGNERS, WRITERS, OR ADMINISTRATORS CROSS FUNCTIONAL
  70. 70. DEVELOPERS DO NOT PRIORITISE FEATURES
  71. 71. TESTERS WILL TEST, APPROVE OR REJECT FEATURES FOR RELEASE
  72. 72. TESTERS CAN BE EXISTING DEVELOPERS OR DEDICATED TESTERS
  73. 73. TESTERS DO NOT TEST THEIR OWN CODE
  74. 74. 7 +/- 2 TYPICALTEAM SIZE
  75. 75. HAS AN INTEREST IN THE WORK & IS KEPT UP TO DATE INVOLVED PARTIES (CHICKENS)
  76. 76. COMMITTED PARTIES (PIGS) "DO" THE WORK & ARE RESPONSIBLE FOR THE RELEASE
  77. 77. VALUE STREAM MAPPING DEFINES THE „AS-IS‟ STEPS & ROLES FOR EACH TASK
  78. 78. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE
  79. 79. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 3: PROJECT INITIATION
  80. 80. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  81. 81. ALSO KNOWNAS FEASIBILITY, SPRINT 0 (SCRUM) OR ITERATION 0 (XP)
  82. 82. REDUCE RISK & UNCERTAINTY BY DEFININGTHE HIGH LEVELSCOPE
  83. 83. ALIGN TO STRATEGIC GOALS, & TECHNICAL FRAMEWORKS SKILLS GAPANALYSIS & RECRUITMENT
  84. 84. BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
  85. 85. THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
  86. 86. CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
  87. 87. REMOVEANY POTENTIALIMPEDIMENTS ADD TRAINING TASKS TO THE BACKLOG
  88. 88. “Friends don’t let friends use Microsoft Project”
  89. 89. CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
  90. 90. ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
  91. 91. 1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
  92. 92. EXPERT OPINION THE TEAM MEMBER WITH SPECIFIC DOMAIN KNOWLEDGE E.G.ADBAESTIMATING DATABASETASKS.
  93. 93. COMPARISON COMPARING A TASK TO ANOTHER, ESTIMATED, TASK. E.G.TASKAISABOUTTWICETHE EFFORTOF TASKB
  94. 94. COMPONENTS BREAK A LARGE TASK INTO SMALL SUB-TASKS E.G. BREAK USER MANAGEMENT INTO INTERFACE, LOGIN,ACCESS CONTROL, ETC.
  95. 95. PLANNING POKER EACH TEAM MEMBER PLAYS A CARD REPRESENTING THEIR ESTIMATE EVERYONE PARTICIPATESTO REACH CONSENSUS
  96. 96. Estimates must not be mentioned during planning discussion to avoid anchoring
  97. 97. STAFF OVERHEAD: NON PROJECTTIME ESTIMATED LEAVE, ILLNESS, BREAKS, MEETINGS ETC. GENERIC INDUSTRYMODIFIER:25%
  98. 98. DURATION CALCULATION STORY COST X (OVERHEAD + 1) X (ESTIMATE RISK + 1) ESTIMATE RISK IS OPTIONAL
  99. 99. FOR EXAMPLE 4 X (25% + 1) X (50%+ 1) = 4 X 1.25 X 1.5 = 5 TO 7.5 HOURS
  100. 100. ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKS SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT &ADAPT
  101. 101. - “How much is this going to cost?” - “As much as you’re willing to spend.”
  102. 102. - “How long is this going to take?” - “As long as is necessary.”
  103. 103. - “What am I going to get?” - “Whatever you tell us you want.”
  104. 104. WORK IN PRIORITY ORDER, RELEASE QUICKLY & MONITOR BURN RATE FIXED COST
  105. 105. WORK IN PRIORITY ORDER & ENFORCE ITERATION LENGTH FIXEDTIME
  106. 106. FIXED SCOPE FOCUS ON BACKLOG DEFINITION AND ESTIMATION
  107. 107. FIXED COSTAND TIME CALCULATE TOTAL COST AS COST PER ITERATION
  108. 108. FIXED COSTAND SCOPE INCREASE THE ESTIMATE RISK DURING ITERATION 0
  109. 109. FIXEDTIMEAND SCOPE PRE-ASSIGN WORK TO ITERATIONS & PAD SCHEDULE WITH EXTRA ITERATIONS
  110. 110. FIXED COST,TIMEAND SCOPE CANCEL THE PROJECT
  111. 111. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE
  112. 112. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE METHODS PART 4: ITERATIONS
  113. 113. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  114. 114. CONVERT THE BACKLOG INTO A REALISTIC GOAL ITERATION PLANNING
  115. 115. THIS IS A CREATIVE PROCESS: PREPARE BEFOREHAND SUPPLYPAPER,AWHITEBOARDAND INTERNETACCESS.
  116. 116. PRIORITISE THE PRODUCT BACKLOG BEFORETHE PLANNING WORKSHOP
  117. 117. DEFINE THE BUSINESS GOAL FOR THE ITERATION PART 1: BUSINESS PLANNING
  118. 118. ENCOURAGEASTABLE & CONSISTENTWORKFLOW ITERATION SCOPE IS LIMITED BY TEAM VELOCITY
  119. 119. PART 2:TECHNICALPLANNING DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
  120. 120. CREATE THE ITERATION BACKLOG (IN HIGH DETAIL) OWNED & MAINTAINED BYTHE DEVELOPERS
  121. 121. PLAN, DESIGN & ESTIMATE TASKS TECHNICALSPECIFICATIONS
  122. 122. GET HIGHEST PRIORITY FEATURE ALLOW DEVELOPERSTO CHOOSETHEIR TASKS
  123. 123. KANBAN (かんばん) WORKFLOW MONITORING& VISUALISATION
  124. 124. CAN BE AS SIMPLE OR COMPLEX AS REQUIRED THE FLOW OF VALUE THROUGHTHE SYSTEM
  125. 125. KANBAN: CLASS OF SERVICE EXPEDITE FIXED DELIVERY STANDARD CLASS INTANGIBLE CLASS
  126. 126. TEST– DRIVEN DEVELOPMENT
  127. 127. TEST COVERAGE FUNCTIONS, BOUNDARY CASES, USER INTERFACE & PERFORMANCE
  128. 128. TESTTYPES DEFECT, USABILITY, FUNCTIONALITY & DATA
  129. 129. PAIR PROGRAMMING: CODER + REVIEWER BUILD
  130. 130. CODE STANDARDS: A COMMON CODING STYLE BUILD
  131. 131. SYSTEM METAPHOR: CLEAR NAMING STANDARDS BUILD
  132. 132. REGULAR COMMITS VERSION CONTROL
  133. 133. AUTOMATED: UNIT TESTING, COVERAGE, DOCUMENTATION, STANDARDS & BUILD CONTINUOUS INTEGRATION
  134. 134. WHAT DID YOU DO YESTERDAY? DAILYSCRUM
  135. 135. WHAT WILL YOU DO TODAY? DAILYSCRUM
  136. 136. ARE THERE ANY ISSUES? DAILYSCRUM
  137. 137. SCRUM OF SCRUMS FOR LARGETEAMS
  138. 138. CUSTOMERS CAN ALWAYS SEE PROGRESS PROMOTINGTRANSPARENCYTHROUGHTHE SCRUMSAND BACKLOG
  139. 139. VIEW PROGRESSAGAINSTTHE RELEASE IMPROVE FUTURE ESTIMATES
  140. 140. PROGRESS MONITORING BURNUP CHARTS BURNDOWN CHARTS CUMULATIVE FLOW STATISTICAL RUN
  141. 141. EFFORTVISUALISATION PLOT DELIVERED FUNCTIONALITY AGAINST VELOCITY
  142. 142. BURNUP CHART
  143. 143. BURNDOWN CHART
  144. 144. VELOCITY HOW MUCH WORK CAN BE DELIVERED PER ITERATION
  145. 145. DON'TMANAGE BY NUMBERS IDENTIFY PROBLEM TRENDS EARLY
  146. 146. DISCOVERY
  147. 147. SCOPE CREEP
  148. 148. PLATEAU
  149. 149. TOO MANY FEATURES
  150. 150. TRACKING EPICS
  151. 151. PLOT DELIVERED FUNCTIONALITY AGAINST DURATION EFFORT VISUALISATION
  152. 152. CUMULATIVE FLOW DIAGRAM
  153. 153. AVERAGE TIME TO COMPLETE A TASK FROM START CYCLETIME
  154. 154. AVERAGE TIME TO COMPLETE A TASK FROM REQUEST LEAD TIME
  155. 155. DON'TMANAGE BY NUMBERS IDENTIFY PROBLEM TRENDS EARLY
  156. 156. BOTTLENECK
  157. 157. POOR FLOW
  158. 158. LARGE WIP LIMIT
  159. 159. LONG LEAD TIME
  160. 160. PLATEAU
  161. 161. PLOT CYCLE TIME AGAINST AVERAGE DURATION VISUALISATION
  162. 162. CYCLE TIME RUN CHARTS
  163. 163. DON'TMANAGE BY NUMBERS IDENTIFY PROBLEM TRENDS EARLY
  164. 164. PROCESS TREND
  165. 165. PROCESS SHIFT
  166. 166. EXTREME PROCESS VARIATION
  167. 167. DIFFERS BY ORGANISATION WHAT DOES “DONE” MEAN?
  168. 168. DEFINITION OF “DONE” DOCUMENTATION? UAT? BUILT / COMPILED?
  169. 169. WHAT DOES “NOT DONE” MEAN? REMEMBERTHE PRIMARYMEASURE OF PROGRESS
  170. 170. PER ITERATION OR ACROSS ITERATIONS DEPLOY
  171. 171. PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
  172. 172. RETROSPECTIVE & KAIZEN (改善) CONTINUOUS IMPROVEMENT
  173. 173. WHAT WENT WELL? ITERATION RETROSPECTIVE
  174. 174. ADDACTIONABLETASKS TO THE PRODUCT BACKLOG WHAT COULD BE IMPROVED?
  175. 175. KAIZEN EMPHASISES TEAMWORK, DISCIPLINE & MORALE
  176. 176. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE

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