Development in Dialog
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Slide deck for presentation I gave at the 2014 Association of Theological Schools (ATS) CFO/TTEG conference on Agile/Scrum software development and the use of Agile outside of SW dev.
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Development in Dialog
- 1. Development in Dialog Agile Project Management Richard Hiers, PMP CSM Director of ITS Covenant Theological Seminary
- 4. Traditional/Waterfall Project Management: Pros & Cons Pros: Cons: o All requirements (scope) thoroughly documented up front o More accurate time estimates o More accurate cost estimates Assumptions: o Humans are good at knowing what they want o Humans are good at estimating what it will take o Certainty is often illusory o Plans are rigid and inflexible o Feedback/testing take place late in project Therefore: o Best suited for projects where requirements easily identifiable and there is a high level of technological certainty
- 5. The Right Tool for the Job http://www.brilligence.com/the-agile-sweet-spot/
- 6. The Agile Manifesto processes and tools comprehensive documentation contract negotiation following a plan Individuals and interactions Working software Customer collaboration Responding to change OVER OVER OVER OVER
- 7. 12 Principles of Agile 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project.
- 8. 12 Principles of Agile 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- 9. 12 Principles of Agile 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 10. Benefits of Agile vs. Waterfall http://www.creativebloq.com/design/new-design-methodologies-10125997
- 12. Scrum “The… “relay race” approach to product development… may conflict with the goals of maximum speed and flexibility. Instead a holistic or “rugby” approach – where a team tries to go the distance as a unit, passing the ball back and forth – may better serve today’s competitive requirements.” – Takeuchi and Nonaka, 1986 http://en.wikipedia.org/wiki/Scrum_(rugby)
- 13. http://agileatlas.org/articles/item/scrum-framework; Essential Scrum by Kenneth Rubin
- 17. As a ____ I want/need _____ so that _____ WHO? o Customer o Owner o User o Developer o Manager WHAT? o Function o Operation o Tool o Application WHY? o Goal o Strategy o Feature o Measure o Governance o Compliance
- 23. Exercise: Flipping Pennies Divide into teams: 1 planner 1 developer 1 tester 1 tech writer 1 timer http://www.marketbuzzreport.com/trading-penny-stocks/ Rules: Each person flips 1 penny at a time Pass pennies to next person only when all in the batch have been flipped Timer: How long till customer starts getting pennies? How long to deliver all pennies? BATCH SIZE: 20BATCH SIZE: 5BATCH SIZE: 1
- 26. Exercise: Candy Factory http://ohmyveggies.com/recipe-chewy-chocolate-candy-cane-cookies/ Divide into teams Pass candies Everyone must touch each piece Can’t pass to person next to you First to touch must also be last to touch Dropped candy is “defect” How many candies were “developed”?
- 27. Agile Outside of Software Dev? What we’re now beginning to know that agile practices are creeping into other aspects of business. Why? Because “the world is complex, products and services are easily commoditized, cycle time in markets is ruthless, and consumers are not as loyal as we once thought,” – Jake Sorofman @ Gartner quoting Brad Murphy Marketing, Legal, HR, Publishing school text books, Academic researchers What about curriculum design? What about building or transforming an online learning program? What else?
- 28. Questions?
- 29. Resources Essential Scrum by Kenneth S. Rubin (Scrum process images taken from this source) Scrum Mastery by Geoff Watts Agile Retrospectives by Esther Derby & Dianna Larson http://www.agilealliance.org/ https://www.scrumalliance.org/ - Certified Scrum Master (CSM) http://www.pmi.org/ - Agile Certified Professional (ACP & PMP) Is Agile the Last Remaining Competitive Advantage? http://blogs.gartner.com/jake-sorofman/is-agile-the-last-remaining-competitive-advantage/ What is Agile Learning Design? http://www.bottomlineperformance.com/what-is-agile-learning-design/ http://www.bottomlineperformance.com/agile-vs-addie-which-is-better-for-learning-design/ Introducing Agile Techniques to Teams Outside Software Development http://agilecoach.typepad.com/agile-coaching/2012/09/introducing-agile-techniques-to-teams- outside-software-development-.html Agile Outside of Software http://leadinganswers.typepad.com/leading_answers/2011/08/agile-outside-of-software.html
- 30. Richard Hiers, PMP CSM Director of ITS Covenant Theological Seminary www.covenantseminary.edu richard.hiers@covenantseminary.edu 314-392-4135
Editor's Notes
- PM History at Covenant Audience familiarity with agile and scurm?
- February 17, 2001 Jeff Sutherland & group of software developers met at the Snowbird resort in Utah and produced the Agile Manifesto Methodology or Framework That is, while there is value in the items on the right, we value the items on the left more. Some claim agile does away with planning, contracts and documentation which it clearly doesn't. It simply places more value on things such as working software and collaboration as these are more likely to directly contribute to a successful outcome.
- Principles behind the Manifesto
- Principles behind the Manifesto
- Principles behind the Manifesto
- “Scrum” term borrowed from Rugby. A scrum restarts the game after an penalty. The forwards all lock arms, heads down, and try to gain possession of the ball. A framework for organizing and managing work based on values of: Honesty, openness courage, resect, focus, trust, empowerment, and collaboration Inspect & adapt, tight feedback loops
- Product Owner Empowered, single authority Which features, in what order to build: most valuable work done first Sets the vision Represents the business interests, the value stream Responsible for overall success ScrumMaster Not the project manager, rather the coach and facilitator No authority to exert control Help everyone involved understand and embrace scrum values, principles, practices Helps remove impediments Leader, not a manager Development Team Made up of all roles necessary to complete successfully: Architect, programmer, tester, dba, UI design, etc. “T” shaped individuals Self-organizing to achieve sprint goals 5-9 ideal
- “stories” – includes: Features, technical, technical debt, bugs, spikes Prioritized: most valuable work first Groomed: Creating, refining, estimating/estimating stories Ongoing Just-in-time Planning
- Leave the “How” to the team. Own the end, not the means. Definition of Done Tangible project assets
- What is to be the sprint goal? Sustainable pace Just-in-time/Last Responsible Moment planning Tasks associated with each story
- Get stories to “done” Design reviewed Code completed Documentation updated Tested (different types) Zero defects Acceptance tested (PO verifies, does it function as desired) Self-organized Nobody tells team “how”
- Daily Scrum or Standup – 15 min or less One of many “inspect and adapt” Questions for standup: What did I accomplish since last standup? What do I plan to work on by the next standup? What are the obstacles or impediments preventing me from making progress? Not a problem-solving meeting
- “Potentially Shippable Product” Not so much it will be shipped, but high level of confidence it is “done” May be early enough that not enough features to be usable Users may not be able to process constant updates, etc. Get stories to “done” Design reviewed Code completed Documentation updated Tested (different types) Zero defects Acceptance tested (PO verifies, does it function as desired)
- Discussion: Achieve business value quickly Finished product more quickly Pivot in timely fashion
- First of two final Inspect and Adapt activities Inspect and Adapt the PRODUCT Succeed, or fail, quickly Attendees: team, stakeholders, sponsors, customer, etc. Bidirectional flow of information
- First of two final Inspect and Adapt activities Inspect and Adapt the PROCESS Continuous process improvement
- 1 minute to plan 3 minutes to execute 1 minute to record development productivity 1 minute retrospective, repeat Do exercise, retrospective, repeat 2 or 3 times. Any improvement? Discussion: Value of iterating a solution? Value of a process retrospective?