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Information radiators
- 1. What makes a good information radiator? Lachlan Heasman – ThoughtWorks Australia
- 2. A choice A B http://www.flickr.com/photos/12392252@N03/4529585525/sizes/m/ Which ward would you choose? http://www.flickr.com/photos/thehenryford/4328167392/sizes/m/
- 3. WARD A A Medical units with more reported errors, for instance, in administering medicine, actually had better health outcomes for their patients Pfeffer, J. 2007 – What Were They Thinking? http://www.flickr.com/photos/12392252@N03/4529585525/sizes/m/ http://www.flickr.com/photos/thehenryford/4328167392/sizes/m/
- 4. What’s that got to do with Information Radiators? Or agile? HURRY UP!
- 5. Courage Without knowing about a problem you cannot fix the problem Admitting to a mistake or problem takes courage because “Hierarchies don’t like bad news” Seddon Courage is a value that underpins both Scrum and XP It takes courage to create a good information radiator
- 6. Information Radiator Alistair Cockburn - Agile Software Development 2nd edition- 2007 "An information radiator displays information in a place where passers by can see it. With information radiators, the passers by don't need to ask any question; the information simply hits them as they pass."
- 7. OK, but so what?
- 8. Why Bother with this? Information is hard to see, and all we have to work with in software development is information Looking for information on delivery is wasteful Requires extra processes People have to wait Increases time to react Information loses value with time Would your customer pay for a status report?
- 9. What do we get out of this? Information radiators can: Help a team self-organise Protect a team by broadcasting the state of delivery – no surprises Assist with organisation and planning Call attention to what is going on with the work Control / highlight WIP
- 10. OK I want to jump in. How do I do this?
- 11. Focus on the work What do you have to do? What is getting in the way? How long is it taking to get something done? Is there uncertainty? Take a system view of what is happening
- 12. Horror
- 13. KISS Keep It Simple, Stupid Easily changed and maintainable Do it by hand, not with a tool (unless it’s Mingle)
- 14. Simple
- 15. Predictive & Reflective Predictive – gives you the chance to do something different to avoid problems Reflective – shows if anything has changed
- 16. Outstanding Issues Over Time
- 17. Change as work changes As you learn how learn more you should be adapting how you are working As you change how you work the way you present what is happening should change Unlike a status report; there is not a template you use and stick with
- 18. Story wall
- 19. Story wall
- 20. Make it big The information must be easily seen and understood Use colour and form People can move closes for details
- 21. Story Wall
- 22. Make it everyone’s The team must own it The team must keep it up to date
- 23. How about you show us what you have been talking about?
- 24. Burn up charts
- 25. The Wall!
- 26. WIP Control
- 27. Build lights
- 28. Build dashboard
- 29. SLiders
- 30. Riskometer
- 31. combinations
- 32. combinations
- 33. Combinations
- 34. People radiators
- 35. People radiators
- 36. How to do it? Have courage Focus on the work! Keep it simple Predictive and reflective Change as work changes Make It big Make it everyones
- 38. The end
Editor's Notes
- Ward A100 errors in administering medicine reported this yearWard B10 errors in administering medicine reported this year
- Ward A100 errors in administering medicine reported this yearWard B10 errors in administering medicine reported this year
- Scrum valuesA ) COMMITMENT -Be willing to commit to a goal. Scrum provides people with all the authority they need to meet their commitmentsB) FOCUS - Do your job. Focus all your efforts and skills on doing the work that you have committed to doing. Dont worry about anything else.C) OPENNESS- Scrum keeps everything about a project visible to everyone.D) RESPECT- Individuals are shaped by their background and their experiences. It is important to respect the different people who comprise a team.E) COURAGE- Have the courage to commit, to act, to be open and to expect respectXPCommunicationFeedbackSimplicityCourage(Respect?)
- This is not a useful information radiator. How many ways is it wrong? Too small, focus on people not work, no history, no future, completely uncontrolled WIP
- Trade off sliders – helps the team with their decisions. Self-organisation tool, takes the decision making very close to the workThanks for Juliano
- 400 Lunch Target200 Dinner
- Simple, clear. Are there too many states? Are there a whole lot of hand offs? Why are there two colours of cards?Easy to create, should be easy to maintain.Be careful of “Ready for” states, as these create queues.
- Sparse board. Excuse – team was going to ramp up.Nothing special
- Not a tool for the scrum master or project manager
- Burn up charts. Courtesy of JulianoBersano & Luke StubblesFocus on the work. History, near present, and future… release burn ups so don’t show what is happening right now. Simple to create, maintain and understandLeft – basic chart, are we close to the burn? Simple, clearRight – more complex visiualisation, can be used as a cumulative flow diagram
- Luke StubblesVisualising and reducing WIP (Work in Progress). each team member has 3 avatars (each numbered 1,2 & 3). People pick them up from the parking bay (wip 1). It allows you at a glance to see when people are working on more than 1 thing - and it's great to refer to as a success measure with the team.
- Build light – broken, building, ok.You only know current state, not where you were, how long you have been in the current state.
- http://fabiopereira.me/blog/2009/12/15/build-dashboard-radiator-your-build-light-2/Dave Yeung’s build dashboard.Different builds, how long they took, how long they should have taken, how long ago, which tests have been run. Nicely fractal, get some information at a glance, then more as you get closer.
- Trade off sliders – helps the team with their decisions. Self-organisation tool, takes the decision making very close to the workThanks for Juliano
- http://stubbles.me/blog/?p=22Perhaps a little abstract. Nice visuals, and shows some history.
- Lots of information, but does it work? Is there too much here?
- DefectsBurn up chartsTree integration
- Someone is fixing the buildSomeone is working on something of no value
- Who is doing what. Useful for WIP control and organisation