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How to เสร็จเร็ว (Use Agile for your project with team)
The document discusses the challenges and success rates of IT projects, highlighting that most fail or are delayed, with a specific focus on agile methodologies like Scrum and Lean practices. It emphasizes the importance of quick delivery, collaboration, and iterative progress along with the distinctions between small and large project successes. It also outlines key roles, planning techniques, and recovery strategies to improve project outcomes.
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How to เสร็จเร็ว (Use Agile for your project with team)
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- 2. Why did yourprojects succeed or fail? What caused our projects to fail? What caused our projects to succeed? Jirayut Nimsaeng
- 3. Jirayut Nimsaeng Most ITprojects fail. And are late The Standish Group has studied over 40,000 projects in 10 years. http://www.versionone.com/assets/img/files/CHAOSManifesto2013.pdf Average cost & time overrun: ≈70% IT project success rate 2004: 29% Average cost & time overrun: ≈66% IT project success rate 2012: 39% Plan: 1,0000,000 Actual: 1,700,000 Plan: 1,0000,000 Actual: 1,660,000
- 4. Never 45% Always 7% Often 13% Sometimes 16% Rarely 19% Half of thestuffs are never used! Features and functions used Standish group study reported at XP2002 by Jim Johnson, ChairmanJirayut Nimsaeng
- 5. Large vs. Small Successful 76% Challenged 20% Failed 4% SmallProjects Failed 38% Challenged 52% Success 10% Large Projects http://www.versionone.com/assets/img/files/CHAOSManifesto2013.pdfJirayut Nimsaeng
- 6. Henrik’s Lean &Agile Large = Cannon Ball Jirayut Nimsaeng
- 7. Jirayut Nimsaeng Henrik’sLean & Agile Agile = Homing Missile
- 8. Agile = Small+ Incremental Don't try to get it all right from the beginning Don't build it all at once Henrik’s Lean & AgileJirayut Nimsaeng
- 9. Not “Horizontal” incrementsbut “Vertical” Henrik’s Lean & AgileJirayut Nimsaeng
- 10. Resource optimization vsTime-to-market optimization Silo Team vs Cross-funtional Team Client Team Server Team Dev Team Tester Team User needs Specialize Tasks Henrik’s Lean & AgileJirayut Nimsaeng
- 11. How long doesit take to write a name? Jirayut Nimsaeng
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- 13. Round 1 Dev Team Clients Neverkeep a customer waiting Policy Jirayut Nimsaeng
- 14. Round 2 Dev Team Clients Requestone customer at a time Policy Jirayut Nimsaeng
- 15. Minimize distance betweenMaker and User Jirayut Nimsaeng Henrik’s Lean & Agile
- 16. Fastest learner wins! Deliveryfrequency = Speed of learning It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change. Jirayut Nimsaeng Henrik’s Lean & Agile
- 17. Jirayut Nimsaeng ScrumMaster by Odd-e
- 18. We are uncoveringbetter ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Manifesto for Agile Software Development Jirayut Nimsaeng http://agilemanifesto.org
- 19. เราค้นพบวิธีที่ดีกว่าในการพัฒนาซอฟท์แวร์ จากการลงมือทำาจริงและช่่วยเหลือผู้้อื่น นั่นคือ เราให้ความสำาคัญกับ ทั้งนี้ แม้เราจะเห็นความสำาคัญในสิ่งที่กล่าวไว้ทางด้านขวา แต่เราให้ความสำาคัญกับสิ่งที่กล่าวไว้ทางด้านซ้ายมากกว่า คนและการมีปฎิสัมพันธ์กันมากกว่า การทำาตามขั้นตอนและเครื่องมือ ซอฟต์แวร์ที่นำาไปใช้งงานได้งจริง มากกว่า เอกสารที่ครบถ้วนสมบ้รณ์ ร่วมมือทำางานกับลกกคงา มากกว่า การต่อรองให้เป็นไปตามสัญญา การตอบรับกับการเปลี่ยนแปลง มากกว่า การทำาตามแผูนที่วางไว้ คำาแถลงอดด้มการณ์์แห่่งอไจล์ Jirayut Nimsaeng http://agilemanifesto.org/iso/th/
- 20. Jirayut Nimsaeng ScrumMaster by Odd-e
- 21. Scrum in nutshell Splityour organization Split your product Optimize business value $$$ $ Split time January April Large group spending a long time building a huge thing Small team spending a little time building a small thing ... but integrating regularly to see the whole Jirayut Nimsaeng Henrik’s Lean & Agile
- 22. Scrum roles Direct communication Productowner Who knows and can turn business into value Team Who knows how to build it SM Scrum Master Who will be coach/facilitator/mentor and impediment remover Stakeholders Users Operations Management Etc ... Product Backlog --------------- --------------- --------------- --------------- --------------- --------------- Sprint Backlog --------------- --------------- --------------- Jirayut Nimsaeng Henrik’s Lean & Agile
- 23. Scrum team ● Cross-functionalwith no roles ● Seven plus or minus two ● Self-organizing ● Responsible for committing to work ● Authority to do whatever is needed to meet commitment ● Open, co-located space ● Resolution of conflicts ● Working agreements Jirayut Nimsaeng
- 24. Working Agreements ● Codingstandards ● Definition of done ● Time of daily scrum ● Penalty for being late ● Pair programming and TDD rules ● Pomodoro Jirayut Nimsaeng
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- 26. Product Backlog Discovery Writeuser stories As a buyer I want to save my shopping cart So that I can continue shopping later As a buyer I want to save my shopping cart So that I can continue shopping later Focus on Goal not Solution Guideline: ● Testable ● Valuable to a real stakeholder Jirayut Nimsaeng Henrik’s Lean & Agile
- 27. Book shelf requirement ●Users can record their books ● Users can specify where the books are ● Users can share their books with other users ● Users can access system via web and mobile ● System must handles at least 100 users at the same time Jirayut Nimsaeng
- 28. Estimate stories 3 2 5 2 2 ? Jirayut NimsaengHenrik’s Lean & Agile
- 29. Estimating Strategy ● Storypoint is not man-hour ● Estimate by the people who are going to do the work ● Estimate by relative feature size ● Prefer verbal communication over written ● Story point is depends on individual and team experiences ● Always estimate & re-estimate continuously during project ● Estimate is estimate Jirayut Nimsaeng
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- 31. Break down bigstories and prioritize Break down Prioritize Jirayut Nimsaeng Henrik’s Lean & Agile
- 32. Jirayut Nimsaeng Henrik’sLean & Agile
- 33. Done Sprint Planning Part1! Jirayut Nimsaeng
- 34. Sprint Planning Part2 ● Order the backlog ● What will be done by end of sprint All of these Some of these No way Jirayut Nimsaeng
- 35. Break down bigstory into tasks Task are for the sprint backlog NOT product backlog Jirayut Nimsaeng Henrik’s Lean & Agile
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- 37. Burndown Chart Jirayut NimsaengHenrik’s Lean & Agile
- 38. Velocity Jirayut Nimsaeng Henrik’sLean & Agile
- 39. Velocity improvement Week Story point Jirayut NimsaengHenrik’s Lean & Agile
- 40. Visualize the problem Backlog= 230 points Velocity = 10 points/sprint Jirayut Nimsaeng Henrik’s Lean & Agile
- 41. Daily Scrum ● Dailystatus meeting (some call daily standup) ● No more than 15 minutes ● Three questions ● What have you done since last meeting? ● What will you do before next meeting? ● What is in your way? ● Synchronization for the team to enable self-management Jirayut Nimsaeng
- 42. Fail fast andrecovery Failure Avoidance Failure Recovery Jirayut Nimsaeng Henrik’s Lean & Agile
- 43. Celebrate failure Jirayut NimsaengHenrik’s Lean & Agile
- 44. Velocity FAQ ● Notoo low velocity ● Only actual velocity with realistic or unrealistic plan ● Dramatic improvements can be made quickly ● You will have a false velocity if ● You skip or postpone test & integration ● You overdo your works ● Velocity won't increase by adding more people to the team ● Strong team will maintain their velocity Jirayut Nimsaeng
- 45. Sprint Review ● Teampresents done functionality ● Team cannot present functionality that is not done ● Team discusses with PO and stakeholders ● PO prioritized backlog accordingly Jirayut Nimsaeng
- 46. Retrospective ● Reflect andcreate actions for improvements ● Good – Bad – Try ● What we can improve? ● Team will decide few actions to do in next sprint Jirayut Nimsaeng
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