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AgileChina 2015 Keynote: Understand deeply
The document, authored by Stephen Vance in 2015, discusses key concepts related to agile practices and understanding in project management. It emphasizes the importance of understanding people, processes, and practices, while addressing the challenges and dynamics faced by teams. Additionally, it covers the significance of communication, managing deadlines, and adapting to change within an agile framework.
AgileChina 2015 Keynote: Understand deeply
- 1. Understand Deeply 深刻地理解 Copyright 2015, Stephen Vance Understand Deeply 1
- 2. Know Why 知道为什么 Copyright 2015, Stephen Vance Understand Deeply 2
- 3. What Do I Mean? 我的意思是 Rote 死记硬背 Formulaic 公式化 By the Book 照书做 Copyright 2015, Stephen Vance Understand Deeply 3
- 4. RepeAAve Learning 重复性学习 Copyright 2015, Stephen Vance Understand Deeply 4
- 5. Remember The People 记得你是与人打交道 Copyright 2015, Stephen Vance Understand Deeply 5
- 6. Change Is Hard 变化是困难的 Copyright 2015, Stephen Vance Understand Deeply 6
- 7. Who Am I? 我是谁？ • Pre-‐Manifesto Agilist • Director of Agile at Zipcar • Author • SoNware CraNsman • Traveler • Senior Pet Care Engineer Copyright 2015, Stephen Vance Understand Deeply 7
- 8. UNDERSTAND THE CONTEXT 理解上下文 Copyright 2015, Stephen Vance Understand Deeply 8
- 9. ?Agile Copyright 2015, Stephen Vance Understand Deeply 9
- 10. Agile Manifesto 敏捷宣言 Copyright 2015, Stephen Vance Understand Deeply 10
- 11. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 11 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum Con>nuous Delivery 2009
- 12. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 12 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 13. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 13 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 14. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 14 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 15. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 15 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 16. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 16 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 17. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 17 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 18. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 18 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 19. ReacAons 应对 Copyright 2015, Stephen Vance Understand Deeply 19 Abacus 200 BC 1822 Babbage’s Difference Engine Enigma bombe 1939 1946 ENIAC Punch cards 1950s 1972 Waterfall RUP 1996 2001 Scrum ConAnuous Delivery 2009
- 20. Over ReacAon 过度应对 Copyright 2015, Stephen Vance Understand Deeply 20
- 21. Best PracAces Expire 最佳实践会过期 Copyright 2015, Stephen Vance Understand Deeply 21
- 22. UNDERSTAND THE PRACTICES 理解实践 Copyright 2015, Stephen Vance Understand Deeply 22
- 23. Agile PracAces 敏捷实践 • Stand ups • RetrospecAves • Automated tests • Pair programming • EsAmate user stories • 站会 • 回顾 • 自动化测试 • 结对编程 • 估算用户故事 Copyright 2015, Stephen Vance Understand Deeply 23
- 24. EsAmaAon 估算 Ques>on Known As 1 How much can we do next sprint? 下个迭代我们能做多少？ Capacity planning 产能计划 2 How long will it take to do the project? 做这个项目要多长？ Delivery forecasAng 交付预测 3 How is our progress? 我们的进度如何？ Progress reporAng 进度汇报 Copyright 2015, Stephen Vance Understand Deeply 24
- 25. UNDERSTAND THE PROCESSES 理解流程 Copyright 2015, Stephen Vance Understand Deeply 25
- 26. Processes and PracAces 流程和实践 PracAce PracAce PracAce PracAce PracAce PracAce PracAce PracAce PracAce Copyright 2015, Stephen Vance Understand Deeply 26
- 27. The Daily Feedback Loop 每天的反馈回路 Copyright 2015, Stephen Vance Understand Deeply 27
- 28. When To Stand Up? 什么时候开站会？ ? ? Copyright 2015, Stephen Vance Understand Deeply 28
- 29. Focus On The Work 关注工作 Copyright 2015, Stephen Vance Understand Deeply 29
- 30. UNDERSTAND THE PEOPLE 理解人 Copyright 2015, Stephen Vance Understand Deeply 30
- 31. What We Do To People 对人我们都做了些什么 • Tell them how to work • Ignore feedback on teammates • Block their improvement ideas • Assume – They won’t consider all of the opAons, or – They don’t won’t make the right decisions • Urge them to “work harder” or longer • 告诉他们怎么工作 • 忽视队友的反馈 • 妨碍他们的改进想法 • 假设 – 他们不会考虑所有选项 – 他们没有成熟度或者经验 来做正确的决策 • 督促他们“更努力地工 作”或者工作更长时间 Copyright 2015, Stephen Vance Understand Deeply 31
- 32. Project Rescue Story 项目急救故事 • Two months remaining • Forecast 30% likelihood for the target date • Commibed to major capital investments • 剩下两个月 • 预测30%的可能性赶上 目标日期 • 承诺了大量资本投资 Copyright 2015, Stephen Vance Understand Deeply 32
- 33. Team Discussion 团队讨论 • Cut scope • Add people • Cut quality • CompensaAon – Comp Ame – Extra pay for extra hours – Success bonus certainty • Skip company meeAngs • Move the date • 缩小范围 • 加人 • 降低质量 • 补偿 – 补偿时间 – 加班工资 – 明确的成功奖金 • 改期 • 取消公司会议 Copyright 2015, Stephen Vance Understand Deeply 33
- 34. Copyright 2015, Stephen Vance Understand Deeply 34
- 35. The Elephant In The Room 房间里的大象 • Work extra hours – More hours/day – Weekends – Dinners at the office – Work from home to cut commute Ame • 工作更长时间 – 每天工作更多小时 – 周末 – 在办公室用餐 – 在家工作以减少交通时 间 Copyright 2015, Stephen Vance Understand Deeply 35
- 36. UNDERSTAND THE SYSTEM 理解系统 Copyright 2015, Stephen Vance Understand Deeply 36
- 37. Team Responses to Deadlines 团队对死限的反应 • Acceptance • Grumbling • Cugng scope • Cugng quality • Working extra hours • Hiding deviaAon from plan • Delivery without concern for outcomes • 接受 • 牢骚 • 缩小范围 • 降低质量 • 工作更长时间 • 隐藏和计划的偏差 • 不考虑结果的交付 Copyright 2015, Stephen Vance Understand Deeply 37
- 38. “We usually manage by dates when we don’t know how to manage by what’s truly important” Me “当我们不知道如何管理真正重要的事情时， 我们通常就会去管理日期”－我 Copyright 2015, Stephen Vance Understand Deeply 38
- 39. Valid Reasons for Deadlines 死线的合理原因 • Regulatory compliance dates • Holidays • AdverAsing buys • Heavy manufacturing purchases – Cars – Airplanes – Robots • 监管合规期限 • 节假日 • 购买了广告 • 已经采购了重型的硬件 – 车 – 飞机 – 机器人 Copyright 2015, Stephen Vance Understand Deeply 39
- 40. Other Reasons for Deadlines 死限的其它原因 “I need to feel in control, and a deadline helps me with that.” “I set deadlines to insAll a sense of urgency that I don’t trust will be there otherwise.” “I set a date because the teams couldn’t or wouldn’t tell me when they thought it would be done.” “我需要有掌控感，死限对 此有帮助” “我设置死限来注入紧迫感， 如果没有死限我不相信会有 同样的紧迫感” “我设置日期是因为团队不 能或不会告诉我什么时候他 们觉得会做完” Copyright 2015, Stephen Vance Understand Deeply 40
- 41. SoluAons 解决方案 • Promote visibility • Provide empirically based forecasts • Show progress through regular demos • Empathize • 提倡可见性 • 提供经验型的预测 • 通过定期的展示来显 示进度 • 共情 Copyright 2015, Stephen Vance Understand Deeply 41
- 42. UNDERSTAND THE SIMILARITIES 理解相似处 Copyright 2015, Stephen Vance Understand Deeply 42
- 43. Who Should You Talk To? 你该跟谁去说？ Copyright 2015, Stephen Vance Understand Deeply 43
- 44. Responsibility Matrix 责任矩阵 Stakeholder Responsible Approve Support Inform Consult Team X Sponsor X Architecture Significant architecture decisions X X Billing X MarkeAng X Sales X Copyright 2015, Stephen Vance Understand Deeply 44
- 45. CommunicaAon Plan 交流计划 • Part of the team working agreement • What media? • Who? • How oNen? • 部分的团队工作约定 • 什么渠道？ • 谁？ • 多频繁？ Copyright 2015, Stephen Vance Understand Deeply 45
- 46. Risk Log 风险记录 Risk Resolver Comments Resolu>on Status Partner company not Agile Tech Lead Difficulty matching release cadence Open WaiAng for branding MarkeAng Impacts web site copy and images Open Hardware delivery Ops Vendor uncertain about deliver date Delivered Closed Not enough sAcky notes Scrum Master Who can do Agile without sAcky notes? Order placed Open Caffeine shortage Scrum Master Team can’t work without coffee Bought espresso machine Closed Copyright 2015, Stephen Vance Understand Deeply 46
- 47. More Of The Rescue 更多急救项目的做法 • 24 risks – 6 major risks • Significant luck • 24项风险 – 6项重大的 • 不少的运气 Copyright 2015, Stephen Vance Understand Deeply 47
- 48. UNDERSTAND THE DIFFERENCES 理解不同处 Copyright 2015, Stephen Vance Understand Deeply 48
- 49. Obvious Differences 明显的不同 Copyright 2015, Stephen Vance Understand Deeply 49
- 50. Agile Manifesto On Hand-‐Offs 敏捷宣言中关于移交 Copyright 2015, Stephen Vance Understand Deeply 50
- 51. The Language of Hand-‐offs 移交的语言 “I did something for the team” “I did something with the team” “我为团队做了某件事” “我和团队做了某件事” Copyright 2015, Stephen Vance Understand Deeply 51
- 52. Hand-‐offs 移交 • Necessary • Unavoidable • UnquesAoned habits and assumpAons • 必要的 • 没法避免的 • 没有被质疑的习惯和 假设 Copyright 2015, Stephen Vance Understand Deeply 52
- 53. Product Owners and Story CreaAon 产品负责人和故事创建 Copyright 2015, Stephen Vance Understand Deeply 53
- 54. Three Amigos 三架马车 • Pre-‐refinement – Product Owner – Developer – Tester • Refinement – EnAre team • 梳理前 – PO – 开发 – 测试 • 梳理 – 整个团队 Copyright 2015, Stephen Vance Understand Deeply 54
- 55. Efficiency and Waste 效率和浪费 • Time spent recognizing inappropriate stories • Story rewriAng • The whole team needs to understand the work anyway • Lean thinking • Cost of delay • 花在识别不合适故事 上的时间 • 故事重写 • 整个团队总是需要理 解工作的 • 精益思考 • 延迟成本 Copyright 2015, Stephen Vance Understand Deeply 55
- 56. The Right Agtude 正确的态度 • Forget roles and Atles • Focus on skills and perspecAves • 忘记角色和岗位 • 关注技能和视角 Copyright 2015, Stephen Vance Understand Deeply 56
- 57. SoluAons 解决方案 • Full-‐stack stories • Developer-‐Tester collaboraAon • Pair programming • Swarming • Mob programming • True DevOps • 全栈故事 • 开发－测试协作 • 结对编程 • 蜂聚 • 暴徒式编程 • 真正的开发运维 Copyright 2015, Stephen Vance Understand Deeply 57
- 58. QuesAon Roles 质疑角色 Do your job descripAons guide you or define you? Do you recognize your assumpAons and habits from a different context? 你的工作描述是指导你 还是限制你？ 你意识到来自不同上下 文的假设和习惯吗？ Copyright 2015, Stephen Vance Understand Deeply 58
- 59. CONCLUSION 结论 Copyright 2015, Stephen Vance Understand Deeply 59