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Managing Work

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Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.

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Managing Work

  1. 1. i290 lean/agile product management unit 8: managing work @jezhumble https://leanagile.pm/ humble@berkeley.edu This work © 2015-2017 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
  2. 2. practice working in cadence know values, principles, practices of scrum, xp, kanban understand goals of these frameworks distinguish what is and isn’t essential consider key metrics and the effect of measurement learning outcomes
  3. 3. the production line http://www.flickr.com/photos/toyotauk/4711057997/
  4. 4. agile principles •Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. •Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. •Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. •Business people and developers must work together daily throughout the project. •Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. •The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. •Working software is the primary measure of progress. •Agile processes promote sustainable development. 
 The sponsors, developers, and users should be able to maintain a constant pace indefinitely. •Continuous attention to technical excellence and good design enhances agility. •Simplicity--the art of maximizing the amount of work not done--is essential. •The best architectures, requirements, and designs emerge from self-organizing teams. •At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  5. 5. how to make money • have cute animals • attract investment • attract visitors • keep visitors safe
  6. 6. lego xp game • customer writes stories • developers estimate stories • team plans iteration • devs implement the story • customer accepts (or not)
  7. 7. tracking
  8. 8. lego xp game • 5m to plan & estimate • 5m to implement stories • 2m to showcase stories • 5m to tally & retrospect • Please don’t draw on bricks!
  9. 9. after development • estimates vs actuals • velocity as capacity planning • retrospective
  10. 10. xp scrum kanban values communication, simplicity, feedback, courage, respect. commitment, courage, focus, openness, & respect - principles 14 principles empirical process control; transparency, inspection, adaptation start where you are; incremental evolutionary change; respect existing roles, responsibilities & job titles practices 13 practices 3 artifacts, 5 events visualize work, limit WIP, manage flow, make mgmt policies explicit, improve collaboratevely roles whole team including customer product owner, scrum master, development team use existing cadence 1-2 week iterations 2-4 week iterations flow-based (no iterations) measuring velocity velocity + burndown lead time
  11. 11. tracking progress Cumulative Flow Diagram (CFD) / burn up chart / turndown chart / finger diagram
  12. 12. value stream mapping
  13. 13. unstated assumptions • must I release on every iteration boundary? • who prioritizes and how? • what’s the best way to break down work?
  14. 14. agile principles “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” http://agilemanifesto.org/principles
  15. 15. to propose experiments for getting better held at regular intervals (weekly / biweekly / monthly) to reflect on—and learn from—the past as a team many possible exercises retrospectives
  16. 16. retrospective exercises
  17. 17. retrospective 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
  18. 18. further reading • Extreme Programming Explained: Embrace Change (2nd Edition) by Kent Beck and Cynthia Andres • Kanban: Successful Evolutionary Change for Your Technology Business by David J Anderson

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