Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
'How do you know that your product works?': Henrik Kniberg @ Colombo Agile Co...ColomboCampsCommunity
Quality Assurance is a common source of confusion in agile development. What is ‘quality’ and how do we ‘assure’ it? There’s more to it than just putting testers on the team. How do we know that we’re even building the right product? How do we avoid building up technical debt? When is it right to sacrifice quality? What is the right level of test coverage? In this presentation, Henrik looks at some common problems, patterns and misconceptions about agile quality assurance
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
'How do you know that your product works?': Henrik Kniberg @ Colombo Agile Co...ColomboCampsCommunity
Quality Assurance is a common source of confusion in agile development. What is ‘quality’ and how do we ‘assure’ it? There’s more to it than just putting testers on the team. How do we know that we’re even building the right product? How do we avoid building up technical debt? When is it right to sacrifice quality? What is the right level of test coverage? In this presentation, Henrik looks at some common problems, patterns and misconceptions about agile quality assurance
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
Do you have Product Owners or work with them? This talk is aimed at agile coaches and scrum masters to help their PO's in areas they are struggling. We will illustrate 2 techniques to help them with prioritisation and capacity planning.
To get exclusive access to a new techniques from us each month, sign up to our newsletter: http://bit.ly/W1dP3o
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Would really like to hear your thoughts on the slides and how can the contents be improved.
Thanks!
Presentation contents:
Definition of Culture
Why Culture is Important
Definition of Agile
What does Self-Organization means in Agile context
Golden Circle of Simon Sinek
Comparison of Traditional Waterfall vs Agile approach
Key Benefits of Agile
Agile Methods and Practices
Scrum Principles and Values
Servant-Leadership
Real-world effects of Agile Transformation
Reasons for Adopting Agile
What's stopping Agile?
Cargo Cult
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
What is agile? Where did it come from, and how can it help me?
This session will go through a history of agile, including the origins of waterfall, the Toyota Production System and lean manufacturing, the creation of the agile manifesto, and how these all lead to the modern agile development frameworks we use today. By exploring the original design and intent behind agile principles and practices, we'll also uncover common pitfalls to agile adoption, and insights into overcoming them.
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Agile and Design: creating and implementing products (in Italy) is possibleIlaria Mauric
The wiseman says: "A company specialized in IT consultancy cannot make products."
If you decide to break this taboo, the road is only one: understanding how that product can be realized and working hard to make it.
This is the story of Indyco, a tool born merging an agile dev team and a lean design team. Teams that didn't know each other before. And they made Indyco real in 6 months.
We will share the simple but powerful principles that lead us up to the go-live.
Now we are measuring and collecting data for next step.
These slides have been presented at Better Software 2014.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
Do you have Product Owners or work with them? This talk is aimed at agile coaches and scrum masters to help their PO's in areas they are struggling. We will illustrate 2 techniques to help them with prioritisation and capacity planning.
To get exclusive access to a new techniques from us each month, sign up to our newsletter: http://bit.ly/W1dP3o
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Would really like to hear your thoughts on the slides and how can the contents be improved.
Thanks!
Presentation contents:
Definition of Culture
Why Culture is Important
Definition of Agile
What does Self-Organization means in Agile context
Golden Circle of Simon Sinek
Comparison of Traditional Waterfall vs Agile approach
Key Benefits of Agile
Agile Methods and Practices
Scrum Principles and Values
Servant-Leadership
Real-world effects of Agile Transformation
Reasons for Adopting Agile
What's stopping Agile?
Cargo Cult
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
What is agile? Where did it come from, and how can it help me?
This session will go through a history of agile, including the origins of waterfall, the Toyota Production System and lean manufacturing, the creation of the agile manifesto, and how these all lead to the modern agile development frameworks we use today. By exploring the original design and intent behind agile principles and practices, we'll also uncover common pitfalls to agile adoption, and insights into overcoming them.
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Agile and Design: creating and implementing products (in Italy) is possibleIlaria Mauric
The wiseman says: "A company specialized in IT consultancy cannot make products."
If you decide to break this taboo, the road is only one: understanding how that product can be realized and working hard to make it.
This is the story of Indyco, a tool born merging an agile dev team and a lean design team. Teams that didn't know each other before. And they made Indyco real in 6 months.
We will share the simple but powerful principles that lead us up to the go-live.
Now we are measuring and collecting data for next step.
These slides have been presented at Better Software 2014.
Agile and Design: creating and implementing products (in Italy) is possibleManuel Spezzani
The wiseman says: "A company specialized in IT consultancy cannot make products."
If you decide to break this taboo, the road is only one: understanding how that product can be realized and working hard to make it.
This is the story of Indyco, a tool born merging an agile dev team and a lean design team. Teams that didn't know each other before. And they made Indyco real in 6 months.
We will share the simple but powerful principles that lead us up to the go-live.
Now we are measuring and collecting data for next step.
These slides have been presented at Better Software 2014.
Agile has become mainstream in the IT industry, since that the multiplication of Agile practices which makes Agile implementation complex and uncertain, we have started to see failure in Agile implementations.
During this presentation we will start a simplification process by going back to the source of Agile, understand what Agile is and what it is not. We will discover what is the Heart of Agile, its essence, and how it embraces management.
Reference: Agile Manifesto, Heart of Agile blogs Alistair Cockburn, plus historical information about Agile mouvement
In Data Engineer’s Lunch #68, Will Angel, Technical Product Manager at Caribou Financial, will provide an introduction to DevOps practices and tooling including testing, deployment automation, logging, monitoring, and DevOps principles. Additionally, we will discuss some of the ways that DevOps for data engineering is different from conventional application development.
Accompanying Blog: Coming Soon!
Accompanying YouTube: https://youtu.be/eBtrOv_qLHQ
Sign Up For Our Newsletter: http://eepurl.com/grdMkn
Join Data Engineer’s Lunch Weekly at 12 PM EST Every Monday:
https://www.meetup.com/Data-Wranglers-DC/events/
Cassandra.Link:
https://cassandra.link/
Follow Us and Reach Us At:
Anant:
https://www.anant.us/
Awesome Cassandra:
https://github.com/Anant/awesome-cassandra
Email:
solutions@anant.us
LinkedIn:
https://www.linkedin.com/company/anant/
Twitter:
https://twitter.com/anantcorp
Eventbrite:
https://www.eventbrite.com/o/anant-1072927283
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https://www.facebook.com/AnantCorp/
Join The Anant Team:
https://www.careers.anant.us
DevOps Days Toronto: From 6 Months Waterfall to 1 hour Code DeploysAndreas Grabner
Slides used for https://www.devopsdays.org/events/2017-toronto/program/andreas-grabner/
In 2011 we delivered 2 major releases of our on premise enterprise software. Market, technology and customer requirements forced us to change that in order to remain competitive.
Now – in 2017 - we are deploying and providing feature releases every 2 weeks for both our on premise and SaaS-based offering. We deploy 170 SaaS production changes per day and have a DevOps pipeline that allows us to deploy a code change within 1h if necessary.
To increase quality, we built and provide a DevOps pipeline that currently executes 31000 Unit & Integration Tests per Hour as well as 60h UI Tests per Build. Our application teams are responsible end-to-end for their features and use production monitoring to validate their deployments which allows them to find 93% of bugs in production before it impacts our end users.
In this session I explain how this transformation worked from both “Top Down” as well as “Bottom Up” in our organization. A key component was the 4 people strong DevOps Team who developed and “sell” their DevOps Pipeline to the globally distributed application teams. I will give insights into how our pipeline enables application teams to design, code, test and run a new feature for our user base.
I will also talk about the “dark moments” as change is never without friction. Both internally as well as with our customers who also had to get used to more rapid changes.
Best Practices for Documenting and Managing your Public Safety Systems and Ap...MissionCriticalPartners
Static and/or infrequent updates to the documentation and management of your network and its assets is becoming increasingly costly, risky and inefficient. During the webinar, we will discuss the importance of keeping your public safety network documentation dynamic and relevant. You’ll learn critical information that will increase the success of your network operations.
Software Release Orchestration and the EnterpriseXebiaLabs
Or, How ING Streamlined and Increased Software Deployments to Twice a Day
Enterprises are realizing that doing DevOps right requires a streamlined Continuous Delivery pipeline that spans many groups beyond Dev and Ops. Finding a way to automate and control modern DevOps processes while maintaining visibility is a huge a challenge.
Hear from Andréas Prins, IT Manager at ING and Andrew Phillips, VP of DevOps Strategy at XebiaLabs, as they discuss the challenges enterprises are facing and offer actionable advice on how to:
More easily manage complex, distributed releases across technical and non-technical teams
Gain better control and oversight of your DevOps automation and overall software delivery process
Provide visibility into your Continuous Delivery process for everyone involved in your DevOps initiative
Release more quickly, identify bottlenecks, reduce errors and lower the risk of release failures
Develop, deploy, and operate services at reddit scale oscon 2018Gregory Taylor
The last few years have been a period of tremendous growth for Reddit. Process, tooling, and culture have all had to adapt to an organization that has tripled in size and ambition. Greg Taylor discusses Reddit's evolution and explains how one of the world’s busiest sites develops, deploys, and operates services at significant scale.
Presented at OSCON 2018 in Portland, Oregon
How adding a further tool can be a good thingBelsoft
It might sound strange, but adding a further tool to a maybe already overwhelming set of collaboration tools can really be what you need, to work more efficiently.
These are the slides from our engage.ug presentation.
Note: if you look at the presentation online, some of the graphics do not render well. Please download for good quality viewing.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Mythbusting Software Estimation - By Tood LittleSynerzip
In this webinar, some of the myths that will be explored include:
Historical Estimation Accuracy
Relative Estimation
The Cone of Uncertainty
Velocity
Scope Creep
Wisdom of Crowds
Read more at https://www.synerzip.com/webinar/mythbusting-software-estimation-webinar-october-2014/
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
What Does the PARKTRONIC Inoperative, See Owner's Manual Message Mean for You...Autohaus Service and Sales
Learn what "PARKTRONIC Inoperative, See Owner's Manual" means for your Mercedes-Benz. This message indicates a malfunction in the parking assistance system, potentially due to sensor issues or electrical faults. Prompt attention is crucial to ensure safety and functionality. Follow steps outlined for diagnosis and repair in the owner's manual.
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
What Does the Active Steering Malfunction Warning Mean for Your BMWTanner Motors
Discover the reasons why your BMW’s Active Steering malfunction warning might come on. From electrical glitches to mechanical failures and software anomalies, addressing these promptly with professional inspection and maintenance ensures continued safety and performance on the road, maintaining the integrity of your driving experience.
Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs Attention
What is-agile henrik kniberg august 20 2013
1. Author
Father
Agile & Lean coach
www.crisp.se
Consultant
Henrik Kniberg
henrik.kniberg@crisp.se
@HenrikKniberg
What is Agile?
August 20, 2013
(& more...)
2. Henrik Kniberg
Boring but important practical info about these slides
Usage
Feel free to use slides & pictures as you wish, as long as you leave my name somewhere.
For licensing details see Creative Commons (http://creativecommons.org/licenses/by/3.0/)
Downloading the right font
This presentation uses the ”Noteworthy” font. If you’re using Mac OSX 10.7 or later it should be
preinstalled. If you’re on a Windows or older Mac OS then you need to download the font from here:
http://tinyurl.com/noteworthy-ttc
• On Windows right-click the font file and select ”install”. Then restart Powerpoint.
• On Mac, double-click the font file and press ”install font”. Then restart Powerpoint.
The PDF version of these slides has the font embedded, so you don’t need to do anything. On the other
hand you don’t get the fancy animations.
Font test
The quick brown fox jumps over the lazy dog
The quick brown fox jumps over the lazy dog
How the font shows up on your computer:How the font is supposed to look:
(screenshot from my computer)
Regardless of font appearance, if that text doesn’t fit nicely into
the box then you’re going to need to download the right font, or
switch to a new font and fiddle with the slides to make sure
things fit.
3. Early delivery of business value
Henrik Kniberg
Less bureaucracy
Why?
How?
(Thanks Alistair Cockburn for this simplified definition of Agile)
Agile is...
4. All products / features start with a Great Idea!
Henrik Kniberg
6. Long projects get Longer
Henrik Kniberg
Longer project
More likely to
get interrupted
More scope
creep
7. Most IT projects fail. And are late.
Henrik Kniberg
IT project success rate 1994:
15%
Average cost & time overrun: ≈170%
IT project success rate 2004:
34%
Average cost & time overrun: ≈70%
The Standish Group has studied over 40,000 projects in 10 years.
Sources:
http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standish
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Plan: €1,000,000
Actual: €2,700,000
Plan: €1,000,000
Actual: €1,700,000
8. We tend to build the wrong thing
Henrik Kniberg
Sources:
Standish group study reported at XP2002 by Jim Johnson, Chairman
The right-hand graph is courtesy of Mary Poppendieck
Always
7%
Often
13%
Some-
times
16%
Rarely
19%
Never
45%
Features and functions used in a typical system
Half of the
stuff we build
is never used!
Cost
# of features
11. Big Bang = cannon ball
Henrik Kniberg
Assumptions:
• The customer knows what he wants
• The developers know how to build it
• Nothing will change along the way
13. Agile = homing missile
Henrik Kniberg
Assumptions:
• The customer discovers what he wants
• The developers discover how to build it
• Things change along the way
14. Henrik Kniberg
14
Agile Manifesto
www.agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
Feb 11-13, 2001
Snowbird ski resort, Utah
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
15. Henrik Kniberg
15
Agile Manifesto
www.agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Individer och interaktioner framför processer och verktyg
Working software over comprehensive documentation
Fungerande programvara framför omfattande dokumentation
Customer collaboration over contract negotiation
Kundsamarbete framför kontraktsförhandling
Responding to change over following a plan
Anpassning till förändring framför att följa en plan
That is, while there is value in the items on
the right, we value the items on the left more.
16. Principles behind the Agile Manifesto
• Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software.
• Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
• Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
• Working software is the primary measure of
progress.
• Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
• Continuous attention to technical excellence
and good design enhances agility.
• Simplicity--the art of maximizing the amount of
work not done--is essential.
• The best architectures, requirements, and
designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
17. Agile ”umbrella” –
a family of iterative, incremental methods
Sources:
3rd Annual ”State of Agile Development” Survey June-July 2008
• 3061 respondents
• 80 countries
Scrum
XP
DSDM
FDD
Crystal
Kanban
19. Agile = Iterative + Incremental
Henrik Kniberg
Don’t try to get it all right
from the beginning
Don’t build it all at once
cost
value
cost
value
RISK
26. How estimates are affected by specification
length
117 hrs 173 hrs
Spec
Same spec – more pages
Source: How to avoid impact from irrelevant and misleading info
on your cost estimates, Simula research labs estimation seminar,
Oslo, Norway, 2006Henrik Kniberg
27. How estimates are affected by
irrelevant information
20 hrs
Spec 1
A
B
C
Same spec
+ irrelevant details
A
B
C
39 hrs
Henrik Kniberg
Source: How to avoid impact from irrelevant and misleading info
on your cost estimates, Simula research labs estimation seminar,
Oslo, Norway, 2006
28. How estimates are affected by
extra requirements
4 hrs
Spec 1
A
B
C
D
Spec 2
A
B
C
D
E
4 hrs
Spec 3
A
B
C
D
E
8 hrs
Henrik Kniberg
Source: How to avoid impact from irrelevant and misleading info
on your cost estimates, Simula research labs estimation seminar,
Oslo, Norway, 2006
29. How estimates are affected by anchoring
456 hrs
Spec
500 hrs
Never mind me
Same spec
555 hrs
50 hrs
Never mind me
Same spec
99 hrs
Henrik Kniberg
Source: How to avoid impact from irrelevant and misleading info
on your cost estimates, Simula research labs estimation seminar,
Oslo, Norway, 2006
30. Velocity
to know the future, you need to know the past
Henrik Kniberg
When will we
get there?
We are
here
Our steps
so far
36. Fixed scope forecast
Henrik Kniberg
Delivered
features
Date
When will all of
this be done?
Around week
27-30
37. Fixed time forecast
Henrik Kniberg
Date
What will be done
by Christmas?
Some of
these
All of
these
Delivered
features
38. Fixed time & scope forecast
Henrik Kniberg
Date
Can we get
all of THIS
done...
Delivered
features
....by
Christmas?
No. That is
unrealistic.
39. Fixed time & scope forecast
Henrik Kniberg
Date
Delivered
features
We can get THIS
much done by
Christmas
...and the rest done
by February.
No. That is
unrealistic.
41. Henrik Kniberg
41
41
Total
# of
delivered
features
Week
Example: Release planning using a burnup chart
All of these
will be done
Some of these
will be done,
but not all
None of these
will be done
44. Henrik Kniberg
Option 1: Ignore the size difference.
It evens out over time.
Done!
Velocity per week
45. Option 2: Estimate relative feature Size.
Henrik Kniberg
Delivered
features
Date
1
4
2
1
1
Delivered
Story points
Week 1
Velocity:
5 story points
Week 2
Velocity:
4 story points
Week 3
Velocity:
4 story points
46. Two different questions: Size & Time
Henrik Kniberg
1: What is weight of
each stone?
2 kg
4 kg
1 kg
1 kg
200 kg / hour
2: What is our
delivery capacity?
47. Agile estimating strategy
• Don’t estimate time.
• Estimate relative size of features.
• Measure velocity per sprint.
• Derive release plan.
• (Scrum rule) Estimates done by the people who are going to do the work.
• Not by the people who want the work done.
• Estimate & reestimate continuously during project
• Don’t trust early estimates
• Prefer verbal communication over detailed, written specifications.
• Avoid false precision
• Better to be roughly right
than precisely wrong
Henrik Kniberg
http://planningpoker.crisp.se
48. Cost control without time reports
Henrik Kniberg
1 sprint = 200,000kr
(salary cost of 5 people for 2 weeks)
1story point = 20,000kr
(200,000kr / 10 story points)
1 story point = 5 mandays
(50 mandays / 10 story points)
Feature
Size
Cost
Cost
Delete user
3 sp
15
mandays
60,000kr
PDF export
2 sp
10
mandays
40,000kr
Outlook
integration
8 sp
40
mandays
160,000kr
Average velocity:
10 story points per sprint
Mon
Tue
Wed
Thu
Fri
Mon
Tue
Wed
Thu
Fri
Sprint length: 2 weeks
Team size: 5 people
Better to be Roughly Right
than Precisely Wrong
50. Features have different value
(and value is independent of size)
Henrik Kniberg
2 minute standup discussion (pair/trio):
• Give a real-life example of a feature that is
small and very valuable
• Give a real-life example of a feature that is
large and not very valuable.
Weight: 1 gram
Value: 100 000 kr
Weight: 2000 grams
Value: 5 kr
2:001:591:581:571:561:551:541:531:521:511:501:491:481:471:461:451:441:431:421:411:401:391:381:371:361:351:341:331:321:311:301:291:281:271:261:251:241:231:221:211:201:191:181:171:161:151:141:131:121:111:101:091:081:071:061:051:041:031:021:011:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01Done
52. Less is More
Henrik Kniberg
Antoine de Saint-Exupery
Perfection is attained,
not when there is nothing more to add,
but when there is nothing left to take away
58. Don’t give the team a Solution to Build
Henrik Kniberg
OK
Build a
Bridge
59. Give the team a Problem to Solve
Henrik Kniberg
Options:
• Bridge
• Ferry
• Tunnel
• Move the
villages together
We need to get to the
other village without
getting wet.
OK
?
60. Always include the Why
Henrik Kniberg
As online buyer
I want to save my shopping cart
so that I can continue shopping later
As X
I want Y
so that Z
61. Improving the Value Curve
Henrik Kniberg
Big Bang
Big increments
Small increments
Highest value first
$
$
$
$
$
$
$$$$
To Do
Done
62. A
Henrik Kniberg
C D
Timeboxing
A
Plan
Big Bang scenario
Agile scenario
Week 1 Week 2 Week 3 Week 4
B
C D
A
Week 1 Week 2 Week 3 Week 4
B
Week 5 Week 6 Week 7 Week 8
A
Week 1 Week 2 Week 3 Week 4
B
Week 5 Week 6
A B
”We will deliver ABCD in 4 weeks”
”We always deliver something every sprint (2 weeks)”
”We think we can finish ABCD in 4 weeks, but we aren’t sure”
”We always deliver the most important items first”
(doomed to fail, but we don’t know it yet)
Oops, we’re late.
Oops, our velocity is lower than we thought.
It looks like we’ll only finish AB by week 4.
What should we do now?
Scope
Cost Time
Quality
Scope
Cost Time
Quality
X X
X
E
63. Focus on Feedback!
Delivery frequency = Speed of learning
Henrik Kniberg
Feedback
and
Requests
Demos
and
Releases
Development team
Stakeholders
It is not the strongest
species that survive, nor
the most intelligent, but
the ones most responsive
to change.
Charles Darwin
64. Reduced Risk
Big
Bang
Agile reduces risk
Henrik Kniberg
Agile
Date
Total
delivered
value
Business risk
Social risk
Cost & schedule risk
Technical risk
65. Big
Bang
Agile
Faster learning = Higher value
Henrik Kniberg
Date
Total
delivered
value
Higher value
Value = Knowledge Value + Customer Value
67. Resource optimization vs Time-to-market optimzation
Henrik Kniberg
C
Specialists
C
D
T
S
Cross-functional team
User needs
Specialized tasks
D
T
S
Resource optimization
Time-to-market optimization
68. Cross-functional teams
are vertical
Henrik Kniberg
Client team
C
C
C
Test team
T
T
T
DB team
D
D
D
Server team
S
S
S
Feature team 1
C
C
S
D
T
T
C
S
D
T
Feature team 2
D
S
DB
Server
Client
User
Communities
of interest
70. PO
PO
PO
Tribe
Tribe lead
PO
PO
PO
PO
Tribe
Chapter
Chapter
Tribe lead
PO
Chapter
Chapter
Guild
Spotify
71. Cultivating a Great Team
• Colocated
• Small (3-7 ppl)
• Self-organizing
• Cross-functional
• Clear mission & product owner
• Empowered to deliver
• Direct contact with users & stakeholders
• Focused. No multitasking.
• Transparent
Henrik Kniberg
Big team working hard
Small team working smart
72. Week 1
v1.0
Week 2
v1.1
Week 3
v1.2
Multiple teams working together
Henrik Kniberg
Weekly release train
Team
backlogs
Continuous
integration
Product
backlog
73. Releasing must be REALLY easy
Henrik Kniberg
Req
Code
Test
Release!
Release = Drama!
Release = Routine
74. Why we get stuck in Big Bang thinking
Releasing is
cheap & safe
Release
often
Releasing is
expensive & risky
Release
seldom
Henrik Kniberg
75. The team balances long-term and short-term work
Henrik Kniberg
Mon
Tue
Wed
Thu
Fri
Mon
Tue
Wed
Thu
Fri
Prototyping
Feature
development
Manual testing
Meetings
Bug fix
Architecture
Infrastructure
Test automation
Long term focus
Short term focus
76. sprint 1
sprint 2
sprint 3
The team Limits work to capacity
Henrik Kniberg
Our capacity is
about 5 features
per sprint
We CAN do
more if we
sacrifice
quality
But we
don’t.
Which 5 shall we
do next?
... and knows how to say No
77. The team continuously experiments
and gradually improves it’s way of working
• Driven from the bottom
• Supported from the top
Henrik Kniberg
Velocity
Quality
Motivation
Effectiveness
Speed
Value
... etc ...
81. Cross-functional teams
Henrik Kniberg
81
Dave
Joe
Lisa
Dave
Joe
Lisa
January
February
March
April
May
June
July
6 months
3 months
Release
Release
We’re alot faster!
I’m a bit
slower
We’re slow!
I’m fast!
82. Portfolio-level board
Next
Develop
Bingo
1
FLOW Avg lead time: weeks12
Release
Done
2Concept
Playable
Features
Polish
3
Zork
Pac
man
Pong
Donkey
Kong
Mine
sweeper
Dugout
Duck
hunt
Game
Team
1
Game
Team
2
Game
Team
3
Solitaire
83. Game
teams
Burndown
Unplanned
items
Not
checked
out Done!
:o)
Write
failing
test
DAO
DB
design
Integr
test
Migration
tool
Write
failing
test
GUI
spec
Tapestry
spike
Impl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d
1d
2d
8d
1d
2d
2d
Backoffice
Login
Backoffice
User
admin
Write
failing
test
3d
2d
1d
2d
Impl
GUI
1dIntegr.
with
JBoss
2d
Write
failing
test
3d
Impl
GUI
6d
Clarify
require-
ments
2d
GUI
design
(CSS)
1d
Fix memory
leak
(JIRA 125)2d
Sales support
3d Write
whitepaper
4d
SPRINT
GOAL:
Beta-‐ready
release!
Next
WithdrawPerf
test
Withdraw
checked
out
Write
failing
test
Game team 1
Current game: Pac Man
Burndown
Unplanned
items
Not
checked
out Done!
:o)
Write
failing
test
DAO
DB
design
Integr
test
Migration
tool
Write
failing
test
GUI
spec
Tapestry
spike
Impl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d
1d
2d
8d
1d
2d
2d
Backoffice
Login
Backoffice
User
admin
Write
failing
test
3d
2d
1d
2d
Impl
GUI
1dIntegr.
with
JBoss
2d
Write
failing
test
3d
Impl
GUI
6d
Clarify
require-
ments
2d
GUI
design
(CSS)
1d
Fix memory
leak
(JIRA 125)2d
Sales support
3d Write
whitepaper
4d
SPRINT
GOAL:
Beta-‐ready
release!
Next
WithdrawPerf
test
Withdraw
checked
out
Write
failing
test
Game team 2
Current game: Pong
Burndown
Unplanned
items
Not
checked
out Done!
:o)
Write
failing
test
DAO
DB
design
Integr
test
Migration
tool
Write
failing
test
GUI
spec
Tapestry
spike
Impl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d
1d
2d
8d
1d
2d
2d
Backoffice
Login
Backoffice
User
admin
Write
failing
test
3d
2d
1d
2d
Impl
GUI
1dIntegr.
with
JBoss
2d
Write
failing
test
3d
Impl
GUI
6d
Clarify
require-
ments
2d
GUI
design
(CSS)
1d
Fix memory
leak
(JIRA 125)2d
Sales support
3d Write
whitepaper
4d
SPRINT
GOAL:
Beta-‐ready
release!
Next
WithdrawPerf
test
Withdraw
checked
out
Write
failing
test
Game team 2
Current game: Donkey Kong
85. 10,000 person-years of experience
Henrik Kniberg
Communication!
Especially between
Developers and Users
86. What have we learned?
Henrik Kniberg
86
“Doing projects with iterative processes as opposed to the
waterfall method, which called for all project requirements
to be defined up front, is a major step forward.”
IT project success rate 1994:
15%
Average cost & time overrun: 170%
IT project success rate 2004:
34%
Average cost & time overrun: 70%
“The primary reason [for the improvement]
is that projects have gotten a lot smaller.”
Jim Johnson
Chairman of
Standish Group
Top 5 reasons for success
1. User involvement
2. Executive management support
3. Clear business objectives
4. Optimizing scope
5. Agile process
Sources:
http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standish
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
”My Life is Failure”, Jim Johnson’s book
Scope
Cost
Time
87. Minimize distance between Maker and User
Henrik Kniberg
1
2
3
People
(# of handoffs)
Time
(feedback delay)
Maker
User
88. Minimize distance between Maker and User
Henrik Kniberg
2 minute standup discussion (pair/trio):
• Think of any ongoing project
• What is the distance between Developer & User?
• What can YOU do to reduce the distance?
People
(# of
handoffs)
0
1
2
3
4
5
Time (Feedback delay)
minutes
hours
days
weeks
months
years
Maker
User
1
2
3
People
(# of handoffs)
Time
(Feedback delay)
2:001:591:581:571:561:551:541:531:521:511:501:491:481:471:461:451:441:431:421:411:401:391:381:371:361:351:341:331:321:311:301:291:281:271:261:251:241:231:221:211:201:191:181:171:161:151:141:131:121:111:101:091:081:071:061:051:041:031:021:011:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01Done
90. The price of agile
(there is no such thing as a free lunch....)
• Infrastructure Investments
(release automation, test automation, etc)
• Reorganization
(new roles, cross-functional teams, etc)
• New skills
(Vertical story-slicing, retrospectives, agile architecture, etc)
• New habits
(Frequent customer interaction, frequent release, less specialization)
• Transparancy
(problems and uncertainty painfully visible rather than hidden)
Henrik Kniberg
Avoid Big-Bang
transformation!
Do it gradually.
91. Big is Bad!
Break it down!
• Big project => Several small projects
• Big feature => Several small features
• Big team => Several small teams
• Big transformation => Several small transformations
Henrik Kniberg
92. Early delivery of business value
Henrik Kniberg
Less bureaucracy
(Thanks Alistair Cockburn for this simplified definition of Agile)
Agile is...
93. 3 concrete changes
1. Make Real Teams
• small, cross-functional, self-organizing, colocated
2. Deliver Often
• internally every 3 weeks at most
• externally every quarter at most
3. Involve Real Users
• direct and fast feedback between the team and the users
Henrik Kniberg
...gradually...
94. Agile is a direction, not a place
Henrik Kniberg
The important thing is not your process.
The important thing is
your process for improving your process
1. Make Real Teams
• small, cross-functional, self-organizing, colocated
2. Deliver Often
• internally every 3 weeks at most
• externally every quarter at most
3. Involve Real Users
• direct and fast feedback between the team and the users