Agile in startUps

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How can we make agile work on Startups

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Agile in startUps

  1. 1. Agile in StartUps
  2. 2. Who am I -> My Name: João Cerdeira -> Team Leader -> An Agile enthusiast: Scrum / Kanban / Lean -> A true believer in OpenSourcehttp://twitter.com/jacerdeira cerdeira@gmail.com
  3. 3. Disclamer-> I understand your questions,but sometimes I dont haveanswers-> I dont work at a Startup-> But I usually talk withsome Startup Founders
  4. 4. Agenda Main Scrum KanbanPrinciples ContinuousDevOps  Conclusion Delivery
  5. 5. Agile ManifestoIndividuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiationResponding to change over following a plan
  6. 6. Scrum ValuesCommitment Focus Openness Respect Courage
  7. 7. Lean Principles Eliminate waste Amplify learningDecide as late as possibleDeliver as fast as possible Empower the team Build integrity in See the whole
  8. 8. Kanban Principles Visualize the workflow Limit WIP Manage FlowMake Process Policies Explicit Improve Collaboratively
  9. 9. Agenda Main Scrum KanbanPrinciples ContinuousDevOps  Conclusion Delivery
  10. 10. Scrumhttp://www.slideshare.net/rdelyon/scrum-poster
  11. 11. What works in ScrumBacklog http://www.slideshare.net/rwirdemann/user-stories-for-your-product-backlog
  12. 12. What works in ScrumRetrospectives
  13. 13. What works in Scrum CrossFunctional Teams
  14. 14. What doesnt work in ScrumSprints
  15. 15. What doesnt work in ScrumSingle PO http://huitale.blogspot.com/2010/12/single-product-owner-model-is-broken.html image: http://agilesoftwaredevelopment.com/blog/jackmilunsky/top-10-activities-product-owner
  16. 16. What doesnt work in ScrumSingleProject Team
  17. 17. Can we remove parts of Scrum and be Agile ?
  18. 18. Can we remove parts of Scrum and be Agile ?
  19. 19. Agenda Main Scrum KanbanPrinciples Continuous  ConclusionDevOps Delivery
  20. 20. Kanban Introduction Toyota Motor Company, Taichii Ohno and Shigeo Shingobegan to incorporate Ford production and other techniques into an approach called Toyota Production System or Just In Time http://www.strategosinc.com/just_in_time.htm http://totalqualitymanagement.wordpress.com/2008/10/28/lean-production-system/
  21. 21. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  22. 22. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  23. 23. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  24. 24. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  25. 25. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  26. 26. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  27. 27. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  28. 28. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  29. 29. The Power of FlowBackLog Analysis Development Done Doing Done US#1
  30. 30. The Power of Flow-> Shows Value Stream - like a process-> The importance isnt to follow a process butunderstands why you follow it-> Brain is a pattern matching machine - kanbanboard has a lot of patterns all recognizable andall provable-> Now, people see the impact of pulling task toother team members
  31. 31. The Power of Flow-> Brain likes collaborating - The most importantthing in a project is a collaborative team - Peopleget together to achieve common objectives (thedinossaurs had eaten us if we hadnt collaborated)-> In a kanban, the importance is about the flowand not about individual people-> DoD in a kanban system means get the userstory to the next level and dont come back
  32. 32. WIPBackLog Analysis Development Done Doing DoneUS#1US#2US#3US#4US#5
  33. 33. WIPBackLog Analysis Development Done Doing Done US#1 US#2US#3US#4US#5
  34. 34. WIPBackLog Analysis Development Done Doing Done US#3 US#1 US#4 US#2 US#5
  35. 35. WIPBackLog Analysis Development Done Doing Done US#1 US#2 US#3 US#4 US#5
  36. 36. The Power of WIP FlowBackLog Analysis Development Done Doing Done US#1 US#2 US#3 US#4 US#5
  37. 37. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing DoneUS#1US#2 US#3 US#4 US#5
  38. 38. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#3 US#1 US#4 US#2 US#5 US#6
  39. 39. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#3 US#1 US#4 US#5 US#2 US#6
  40. 40. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#3 US#1 US#4 US#5 US#2 US#6
  41. 41. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#3 US#1 US#4 US#5 US#2 US#6
  42. 42. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#2 US#1 US#3 US#5 US#6 US#4
  43. 43. The Power of WIP FlowBackLog Analysis Development Done (5) (2) (3) Doing Done US#5 US#2 US#1 US#6 US#3 US#4
  44. 44. The Power of Urgent Task FlowIn Startups Urgent Tasks cant wait for the Sprint End
  45. 45. The Power of Urgent Task FlowIn Startups Urgent Tasks cant wait for the Sprint End Urgent Task With a Red Card
  46. 46. The Power of Urgent Task FlowIn Startups Urgent Tasks cant wait for the Sprint End Urgent Task With a Red Card But Limit the number of Urgent Tasks WIP It
  47. 47. MeasureBackLog Analysis Development Done Doing DoneUS#1 US#1 US#1 US#1 12 Days to complete the flow
  48. 48. MeasureScrum XP way Tasks5SP 4SP -> Dont Estimate 3SP -> Just count them 2SP -> In HoursKanban way XLXL L L M M S S
  49. 49. Information Radiator= User Story = Task Completed= Task = Task Blocked= Defect = Task Assignee= Priority US = High Priority US
  50. 50. Information Radiator Board Added Date Dead Line2011-04-30 (2011-05-30) (Description) Priority L Size Who Requested (complexity) the Feature
  51. 51. Retrospectives PlanningScrum way 2 Weeks 2 Weeks 2 Weeks 2 Weeks Sprint #1 Sprint #2 Sprint #3 Sprint #4 = Planning = Demo = Retrospective = Shippable Software
  52. 52. Retrospectives PlanningKanban way 2 Weeks 2 Weeks 2 Weeks 2 Weeks = Planning = Demo = Retrospective = Shippable Software
  53. 53. Adapt the Board (process)BackLog Analysis Development Acceptance Prod Doing Done Doing Done
  54. 54. Agenda Main Scrum KanbanPrinciples ContinuousDevOps  Conclusion Delivery
  55. 55. DevOpsWhat matters in Software Projects ?
  56. 56. DevOpsWhat matters in Software Projects ?
  57. 57. DevOps What matters in Software Projects ?Developed features arent completed features
  58. 58. DevOpsAgile is doing a great job with Cross Functional Teams
  59. 59. DevOpsAgile is doing a great job with Cross Functional Teams
  60. 60. DevOps Agile is doing a great job with Cross Functional Teams But …....What about System Administrator and Operations ?
  61. 61. DevOps
  62. 62. DevOpsAR DC E O V Q PH E U EI L A RT O L AE P I TC M T IT E Y OUR N NE T S
  63. 63. DevOps Agile CrossA Functional TeamsR DC E O V Q PH E U EI L A RT O L AE P I TC M T IT E Y OUR N NE T S
  64. 64. DevOpshttp://dev2ops.org/blog/2010/2/22/what-is-devops.html
  65. 65. DevOps Agile CrossA Functional TeamsR DC E O V Q PH E U EI L A RT O L AE P I TC M T IT E Y OUR N NE T S DevOps
  66. 66. DevOpsBusiness Dev Ops Agile DevOps
  67. 67. DevOpsDevOps =
  68. 68. Agenda Main Scrum KanbanPrinciples ContinuousDevOps  Conclusion Delivery
  69. 69. Continuous DeliveryAn usual sentence in startUps:We cant make the client wait, we need to putthis feature/bug correction As Soon As Possiblein Production
  70. 70. Continuous DeliveryWhy companys and Teams are afraid to push code to production ?
  71. 71. Continuous Delivery Why companys and Teams are afraid to push code to production ?Afraid that something went wrong and turn down the service causing loss of revenue or credibility
  72. 72. Continuous Delivery Why companys and Teams are afraid to push code to production ?Afraid that something went wrong and turn down the service causing loss of revenue or credibility WHY ?
  73. 73. Continuous Delivery Why companys and Teams are afraid to push code to production ?Afraid that something went wrong and turn down the service causing loss of revenue or credibility WHY ? Lack of test and Automated Builds
  74. 74. Continuous DeliverySolution: Unit Testing1 –> Tests Functional Integration
  75. 75. Continuous DeliverySolution:1 –> Tests Build Scritps2 –> Automation Tests
  76. 76. Continuous DeliverySolution:1 –> Tests2 –> Automation3 –> Version Control System SubVersion Mercurial GIT
  77. 77. Continuous DeliverySolution:1 –> Tests2 –> Automation3 –> Version Control System4 –> Continuous Integration Builds Every Commit Dedicated VCS Branch Builds in a diferent machine Test at Every Build
  78. 78. Continuous DeliverySolution:1 –> Tests2 –> Automation3 –> Version Control System4 –> Continuous Integration5 –> Simple Deploy Scripts One Command Deploy Puppet / Chef
  79. 79. Continuous DeliverySolution:1 –> Tests2 –> Automation3 –> Version Control System4 –> Continuous Integration5 –> Simple Deploy Scripts6 –> Monitoring Monitoring Everything Real Time Warnings Nagios / etc
  80. 80. Continuous DeliverySolution:1 –> Tests2 –> Automation3 –> Version Control System4 –> Continuous Integration5 –> Simple Deploy Scripts6 –> Monitoring7 –> Continuous Improvement
  81. 81. Exampleshttp://timothyfitz.wordpress.com/2009/02/10/continuous-deployment-at-imvu-doing-the-impossible-fifty-times-a-day/http://blogs.atlassian.com/developer/2011/02/continuous_deployment_at_atlassian.htmlhttp://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr
  82. 82. References
  83. 83. Agenda Main Scrum KanbanPrinciples ContinuousDevOps  Conclusion Delivery
  84. 84. Agile Startup More MorePrescriptive Adaptative
  85. 85. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative
  86. 86. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative RUP 120+
  87. 87. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative RUP XP 120+ 13
  88. 88. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative RUP XP Scrum 120+ 13 9
  89. 89. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative RUP XP Scrum Kanban 120+ 13 9 3
  90. 90. Agile Startup Big Companies StartUps More MorePrescriptive Adaptative RUP XP Scrum Kanban Do Things 120+ 13 9 3 0
  91. 91. ConclusionIs Kanban more suitable to StartUps because has less Rules ?
  92. 92. ConclusionIs Kanban more suitable to StartUps because has less Rules ?Perhaps every company want to be as produtive as a Startup
  93. 93. Conclusion Google wants to be a StartUp again“Mr. Page said in January that he wanted to allowmore projects to operate like start-ups inside of Google, similar to how YouTube and Android currently operate.” http://online.wsj.com/article/SB10001424052748703784004576220902706041400.html
  94. 94. Q&A?

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