2. OBJECTIVES & AGENDA Objectives This session will give you a quick overview of agile values and principles. It will then focus on a key aspect (continuous improvement) and provide you with practical examples and techniques to help your team learn and become more efficient. Agenda Introduction of Agile Partner The attendees Introduction to the values of Agile Software Development Overview of Scrum and Lean principles Continuous improvement and agile retrospectives Techniques and tips for conducting retrospectives Q&A June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 2
3. AGILE PARTNER SERVICES IS users Services Custom Software Development & Maintenance Our core business to answer customer needs IS services Thanks to our expertise we can support IT team to reach their productivity & quality objectives (Assessment, Coaching, Support, Training, Resource delegation…) IS Solutions Take benefit from commercial or Open Source platform to answer as quick as possible to specific needs IS users services We can support Product & Services owners to work closely with the IT team (Assessment, Coaching, Support, Training, Resource delegation…) 1 4 Software Development & SoftwareMaintenance 2 ISSolutions IS Services Agility Agility 1 2 3 Agility June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 3 3 4
4. Let’s get acquainted June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 4
5. PRESENTATION OF THE ATTENDEES Who are you ? What is your role ? What do you know about agility ? What are your expectations ? June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 5
6. AGILITY – IT’s a mindset June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 6
7. THE THREE PILARS TRANSPARENCY to share a vision and create visibility ensures that aspects of the process that affect the outcome must be visible, agreed and shared to those managing the outcomes. INSPECTION to react rapidly The various aspects of the process must be inspected frequently enough so that unacceptable variances in the process can be detected. ADAPTATION to respond more accurately to the needs An adjustment must be made as quickly as possible to minimize further deviation if one or more aspects of the process are outside acceptable limits, and that the resulting product will be unacceptable June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 7 Source: SCRUM GUIDE By Ken Schwaber, May, 2009
8. THE 4 VALUES Extract from Manifesto for Agile Software Development: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 8 Source: http://www.agilemanifesto.org/
9. LEAN SW DEV: 7 PRINCIPLES 1. Eliminate WasteFocus: Is the task useful to reach the objectives 2. Build Quality In Focus: Quality is a day to day attitude 3. Create Knowledge Focus: Learn from experiences to be more efficient after 4. Defer Commitment Focus: Take decision as soon as you have relevant information 5. Deliver Fast Focus: Reduce lead time to correct defect 6. Respect People Focus: Prefer to work as a Team instead of as a Group 7. Optimize The WholeFocus: Evaluate / Measure Value stream to optimize on right level Source: Poppendieck.LLC June 17th, 2010 9 Agile Mëtteg - Continuous improvement in practice
10. ADAPTATION vs. ANTICIPATION Source: Succeeding with Agile: Software Development using Scrum, Mike Cohn , Addison-Wesley, 2009 June 17th, 2010 10 Agile Mëtteg - Continuous improvement in practice
11. Overview of Scrum and KANBAN June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 11
12. SCRUM Team Scrum Master Product Owner June 17th, 2010 12 Agile Mëtteg - Continuous improvement in practice
13. WHEN TO USE SCRUM Scrumperformshere Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. June 17th, 2010 13 Agile Mëtteg - Continuous improvement in practice
14. KANBAN – LEAN INITIATIVE June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 14 Source: Kanban and Scrum making the most of both – Henri Kniberg & Mathias Skarin
15. WHEN TO USE KANBAN Optimize a organization in terms of performance of the organization quantity of valuable work delivered cycle time to deliver work Encourages discussion about improvements and action to take because it provides transparency into the process and its flow exposes bottlenecks, queues, variability and waste June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 15
16. Continuous improvement and agile retrospectives June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 16
17. CONTINUOUS IMPROVEMENT PROCESS June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 17 Based on the principles of the Deming Cycle Incorporate the principle to take benefit of the lessons learned
18. Continuousimprovementis not onlyrelated to agility. Examples of techniques used in continuousimprovement to analyzeproblemsencounteredduring a project : The « five WHY » « Project post mortem » review « Fishbone » diagram Who has alreadyused one of these techniques ? June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 18
19. Agile specificitywithScrum : Feedback isaskedregularly, all along the project, and the benefits are for the projectitself June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 19
20. SCRUM feedback loopsaddresstwo aspects of agile projects : To adapt the product to itsenvironment all along the project To adapt the developmentprocess all along the project Agile retrospectivesonly focus on the developmentprocess June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 20
21. Techniques and tips for conducting retrospectives June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 21
22. The “best” structure of an agile retrospective The « best » structure for an agile retrospectiveis : Set the stage Gather data Generate insights Decidewhat to do Close the retrospective June 17th, 2010 Agile Mëtteg - Continuous improvement in practice Source: Agile retrospectives by Esther Derby and Diana Larsen 22
27. Allow the discussion to go whereitneeds to go, ratherthanpredetermining the outcome
28. Leave the retrospectivewithconcrete actions and experiments for the nextiterationJune 17th, 2010 Agile Mëtteg - Continuous improvement in practice 23
29. CASE STUDY Let’s make the retrospective of this seminar ! June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 24
38. e.g. : « MadSadGlad » to gather data about feelings and discover the sources of satisfying and unsatisfying times.June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 26
50. e.g. : « SMART Goals »June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 28
51. 4. Decide what to do « SMART Goals » : Specific Measurable Attainable Relevant Timely June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 29
58. Learn to learn June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 32 Based on the Deming wheel (or cycle) 1 1 D The objective to reachis the creation of added value The wheel evolves continuously towards the target The spacers are used to consolidate gains and prevent the wheel to come back down P Objective = Creation of value C A 2 2 3 3 Leveraging learning and consolidate the gains
59. AN UNIVERSAL APPROACH June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 33
60. NEXT TRAININGS & CERTIFICATIONS June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 34 Complete calendar on: http://www.agilepartner.net/training/training_calendar.html
61. RESOURCES Agile Partner: www.agilepartner.net Agile Interest Group Luxembourg:www.aiglu.org Agile Alliance: www.agilealliance.org Scrum alliance: www.scrumalliance.org Scrum.org June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 35
62. CONTACTS Thank You June 17th, 2010 Agile Mëtteg - Continuous improvement in practice 36
Editor's Notes
Visualize the workflow1) Split the work into pieces, write each item on a card and put on the wall2) Use named columns to illustrate where each item is in the workflow.3) Limit Work In Progress (WIP) - assign explicit limits to how many items may be in progress at each workflow state4) Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to makelead time as small and predictable as possible
Adapt the product : the reviewAdapt the process : the retrospective