Every software team has heard the phrase “going agile" and many consider themselves agile, but what does it mean to be truly agile? Implementing agile in a team takes commitment and is anything but “nimble and quick”. In fact, sometimes you need to become good at Incremental and Iterative Development (IID) before you can be Agile. In this talk, you will learn whether IID or Agile is right for your team, how to deploy and maintain a selected process, and how to make JIRA work for your development process.

1. #atlassian

2. From Incremental & Iterative to Agile
What is the right process for your team?
MAURIZIO MANCINI • DIRECTOR OF QA • YELLOW PAGES CANADA • #QAANDPROCESSGUY

3. Software Engineering People!
Software Engineering is a State of Mind…

9. Software Engineering Tools!
• Once you have figured out the level of software engineering maturity of your
team, then picking and using the right software engineering tools is vital!
• Don’t under estimate the importance of tool acceptance!
• It can easily de-rail any process implementation…

10. Software Engineering Process!
Your software development management tool must be able to handle all types of
process…

11. Incremental and Iterative Development (IID)
A Little History
IID has roots in the Quality Labs of Walter Shewhart
– Hawthorne Bell Factory in the 1920’s and 1930’s.
X-15
Project Mercury

12. Incremental and Iterative Development (IID)
Typical Example of an IID Release
• Plan for X weeks of Increments followed by at least 2 Iterations
• Typical release is between 6 to 12 weeks
Increment
1
Increment
2
Increment
3
Feature
Complete
Iteration
1
Iteration
2
Code
Freeze
Iteration
3
Ship
• Increments do not go to production
• Not all testing is completed within the increment
• Last “golden” Iteration goes to production

13. What’s in a Word!
able to move quickly and easily

14. Agile Illusions and Expectations!

15. Agile actually requires
a higher level of
Software Engineering
maturity!

16. What’s the story with
IID and Agile?

17. How are IID and Agile similar?
• Agile
• 2 Week Sprints
• Sprint Planning Meeting
• Daily Scrums
• All disciplines (Dev, QA, PO) involved
at the start
• IID
• 2 Week Increments/Iterations
• Iteration Planning Meeting
• Daily Stand-Ups
• All disciplines (Dev, QA, Product Manager,
BA) usually involved at the start

18. How do IID and Agile differ?
• IID
• Final Iteration is Production Ready
• Agile
• Every Sprint is Production Ready

19. How do IID and Agile differ?
• IID
• Teams Not Co-Located
• Resources are not dedicated
• Feature List
• Product Manager
• Project Manager
• Testing mostly Manual, some Automated
• Agile
• Co-Located Team (Physical or Virtual)
• Dedicated Resources (PO, Dev, QA)
• Product, Release, and Sprint Backlogs
• Product Owners
• SCRUMmaster
• Testing mostly Automated, some Manual
• Requirements and Features
• Use Cases
• Use of Spec and/or Confluence
• JIRA for all software development work
• Estimated Hours for Features
• Demos of Increments
• Release Lessons Learned
• User Stories
• User Acceptance Criteria
• No Spec à JIRA and Confluence
• JIRA and JIRA Agile for all software development work
• Poker Planning
• Sprint Reviews
• Sprint Retrospectives

20. Which Process is
Right for your
Team?

21. It Depends…

22. Change is Hard!
Processes
Company Objectives
StructuresIndicators
Hard Factors
Soft Factors
Influence
Fear
Cultural Norms
Beliefs
Relationships
Wishes
Envy
Habits
Privileges
Ethics
Power

23. One Step at a Time!

24. Ask yourself a few
basic questions…

25. What does Resource Commitment look like?!
Or

26. What does your Office look like?!
Or

27. What does your Virtual Co-Located
team look like?!
Or

28. What does your Product Backlog look like?!
Or

29. What about Testing?!
Or

30. What Roles does your Team have?!
Project Manager
Or
SCRUMmaster
Product Manager/
Business Analyst
Or
Product Owner

31. Which Process?!
If your organization
looks more like the left
side
If your organization
looks more like the right
side

32. I want to do Agile/Scrum – Now What?!
• Get Buy-In from all major stakeholders, then get Buy-In of the Team
• Commit resources to the project and Co-Locate them (Physically or
Virtually)
• Training and Coaching
• Team should fly solo with coaches oversight and active
participation as needed for a couple of sprints
• Story Writing – It takes practice
• Follow All the Agile Principals – Don’t cut corners
• Get used to shipping Frequently - Industry average 1 in 4 sprints

33. Change in Roles!
ScrumMaster – Who to Choose?
Project Managers
QA
Developers
Business Analysts

34. Retrospective!
Paracelsus – the founder of toxicology had the following saying…
The dose makes the poison

35. Retrospective!
• Pick an SDLC that fits your organizations realities today.
• Pick the right amount of process or it will be poisonous and lead to
an EPIC failure!

36. Retrospective!
Can everyone in your organization commit to meeting ALL of the principals as
prescribed by the Agile Manifesto?

37. Key Takeaways
Training and Coaching are vital to the
success of any process deployment.
#atlassian
Have committed resources to
implement and follow-up on the
roll out of any process.

38. Key Takeaways
Have an amazing ScrumMaster!
#atlassian
When you have multiple teams, some
may be IID and some may be Agile.

40. Key Takeaways
Picking the right process and tools at the right time
delivering
high quality
software
leads to a
happy
collaborative
That will make your company money!
team,
#atlassian

41. Thank you!
MAURIZIO MANCINI • DIRECTOR OF QA • YELLOW PAGES CANADA • #QAANDPROCESSGUY