The document discusses various Agile principles and practices for startups, including Scrum, Kanban, and Lean. It covers the Agile Manifesto values, Scrum ceremonies and roles, Kanban concepts like limiting work-in-progress and visualizing workflow, and how practices like continuous delivery and DevOps can benefit startups. The document suggests that while Scrum is commonly used, Kanban may be better suited for startups due to its flexibility and ability to prioritize urgent tasks.

1. Agile in StartUps

2. Who am I
-> My Name: João Cerdeira
-> Team Leader
-> An Agile enthusiast:
Scrum / Kanban / Lean
-> A true believer in
OpenSource
http://twitter.com/jacerdeira cerdeira@gmail.com

3. Disclamer
-> I understand your questions,
but sometimes I don't have
answers
-> I don't work at a Startup
-> But I usually talk with
some Startup Founders

4. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery

6. Agile Manifesto
Individuals and interactions over processes
and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a plan

7. Scrum Values
Commitment
Focus
Openness
Respect
Courage

8. Lean Principles
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole

9. Kanban Principles
Visualize the workflow
Limit WIP
Manage Flow
Make Process Policies Explicit
Improve Collaboratively

10. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery

11. Scrum
http://www.slideshare.net/rdelyon/scrum-poster

12. What works in Scrum
Backlog
http://www.slideshare.net/rwirdemann/user-stories-for-your-product-backlog

13. What works in Scrum
Retrospectives

14. What works in Scrum
Cross
Functional
Teams

15. What doesn't work
in Scrum
Sprints

16. What doesn't work
in Scrum
Single
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

17. What doesn't work
in Scrum
Single
Project
Team

18. Can we remove parts of
Scrum and be Agile ?

19. Can we remove parts of
Scrum and be Agile ?

20. Agenda
Main
Scrum Kanban
Principles
Continuous Conclusion
DevOps
Delivery

21. Kanban
Introduction
Toyota Motor Company, Taichii Ohno and Shigeo Shingo
began 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/

22. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

23. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

24. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

25. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

26. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

27. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

28. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

29. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

30. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1

31. The Power of
Flow
-> Shows Value Stream - like a process
-> The importance isn't to follow a process but
understands why you follow it
-> Brain is a pattern matching machine - kanban
board has a lot of patterns all recognizable and
all provable
-> Now, people see the impact of pulling task to
other team members

32. The Power of
Flow
-> Brain likes collaborating - The most important
thing in a project is a collaborative team - People
get together to achieve common objectives (the
dinossaurs had eaten us if we hadn't collaborated)
-> In a kanban, the importance is about the flow
and not about individual people
-> DoD in a kanban system means get the user
story to the next level and don't come back

33. WIP
BackLog Analysis Development Done
Doing Done
US#1
US#2
US#3
US#4
US#5

34. WIP
BackLog Analysis Development Done
Doing Done
US#1
US#2
US#3
US#4
US#5

35. WIP
BackLog Analysis Development Done
Doing Done
US#3 US#1
US#4 US#2
US#5

36. WIP
BackLog Analysis Development Done
Doing Done
US#1
US#2
US#3
US#4
US#5

37. The Power of
WIP
Flow
BackLog Analysis Development Done
Doing Done
US#1
US#2
US#3
US#4
US#5

38. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#1
US#2
US#3
US#4
US#5

39. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3 US#1
US#4
US#2
US#5
US#6

40. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6

41. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6

42. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6

43. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#2 US#1
US#3
US#5
US#6 US#4

44. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#5
US#2 US#1
US#6
US#3
US#4

45. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End

46. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End
Urgent Task With a Red Card

47. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End
Urgent Task With a Red Card
But Limit the number of Urgent Tasks
WIP It

48. Measure
BackLog Analysis Development Done
Doing Done
US#1 US#1 US#1 US#1
12 Days to complete the flow

49. Measure
Scrum XP way Tasks
5SP
4SP -> Don't Estimate
3SP -> Just count them
2SP -> In Hours
Kanban way
XL
XL L
L M
M S
S

50. Information
Radiator
= User Story = Task Completed
= Task = Task Blocked
= Defect = Task Assignee
= Priority US = High Priority US

51. Information
Radiator
Board Added
Date Dead Line
2011-04-30 (2011-05-30)
(Description) Priority
L
Size Who Requested
(complexity) the Feature

52. Retrospectives
Planning
Scrum way
2 Weeks 2 Weeks 2 Weeks 2 Weeks
Sprint #1 Sprint #2 Sprint #3 Sprint #4
= Planning = Demo
= Retrospective = Shippable Software

53. Retrospectives
Planning
Kanban way
2 Weeks 2 Weeks 2 Weeks 2 Weeks
= Planning = Demo
= Retrospective = Shippable Software

54. Adapt the
Board (process)
BackLog Analysis Development Acceptance Prod
Doing Done Doing Done

55. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery

56. DevOps
What matters in Software Projects ?

57. DevOps
What matters in Software Projects ?

58. DevOps
What matters in Software Projects ?
Developed features aren't completed features

59. DevOps
Agile is doing a great job with
Cross Functional Teams

60. DevOps
Agile is doing a great job with
Cross Functional Teams

61. DevOps
Agile is doing a great job with
Cross Functional Teams
But …....
What about System Administrator
and Operations ?

62. DevOps

63. DevOps
A
R D
C E O
V Q P
H
E U E
I
L A R
T
O L A
E
P I T
C
M T I
T
E Y O
U
R N N
E T S

64. DevOps
Agile Cross
A Functional Teams
R D
C E O
V Q P
H
E U E
I
L A R
T
O L A
E
P I T
C
M T I
T
E Y O
U
R N N
E T S

65. DevOps
http://dev2ops.org/blog/2010/2/22/what-is-devops.html

66. DevOps
Agile Cross
A Functional Teams
R D
C E O
V Q P
H
E U E
I
L A R
T
O L A
E
P I T
C
M T I
T
E Y O
U
R N N
E T S
DevOps

67. DevOps
Business Dev Ops
Agile DevOps

68. DevOps
DevOps =

69. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery

70. Continuous
Delivery
An usual sentence in startUps:
We can't make the client wait, we need to put
this feature/bug correction As Soon As Possible
in Production

71. Continuous
Delivery
Why companys and Teams are afraid to
push code to production ?

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

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 ?

74. 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

75. Continuous
Delivery
Solution:
Unit Testing
1 –> Tests Functional
Integration

76. Continuous
Delivery
Solution:
1 –> Tests
Build Scritps
2 –> Automation
Tests

77. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System SubVersion
Mercurial
GIT

78. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
Builds Every Commit
Dedicated VCS Branch
Builds in a diferent machine
Test at Every Build

79. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
5 –> Simple Deploy Scripts
One Command Deploy
Puppet / Chef

80. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
5 –> Simple Deploy Scripts
6 –> Monitoring Monitoring Everything
Real Time Warnings
Nagios / etc

81. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
5 –> Simple Deploy Scripts
6 –> Monitoring
7 –> Continuous Improvement

82. Examples
http://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.html
http://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr

83. References

84. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery

85. Agile
Startup
More More
Prescriptive Adaptative

86. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative

87. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative
RUP
120+

88. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative
RUP XP
120+ 13

89. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative
RUP XP Scrum
120+ 13 9

90. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative
RUP XP Scrum Kanban
120+ 13 9 3

91. Agile
Startup
Big
Companies StartUps More
More
Prescriptive Adaptative
RUP XP Scrum Kanban Do Things
120+ 13 9 3 0

92. Conclusion
Is Kanban more suitable to StartUps because has
less Rules ?

93. Conclusion
Is Kanban more suitable to StartUps because has
less Rules ?
Perhaps every company want to be as produtive
as a Startup

94. Conclusion
Google wants to be a StartUp again
“Mr. Page said in January that he wanted to allow
more projects to operate like start-ups inside of
Google, similar to how YouTube and Android
currently operate.”
http://online.wsj.com/article/SB10001424052748703784004576220902706041400.html

95. Q&A
?