XP Game Intro
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This document discusses the origins and principles of agile frameworks such as Scrum, XP, Kanban, Lean, DSDM, Crystal Clear, RUP, RAD, Pomodoro, Personal Kanban and GTD. It outlines the core principles of valuing working software over documentation, collaboration over contract negotiation, and responding to change over following a plan. It then provides more detail on the XP game, describing the roles of estimating as developers, planning as customers, implementing as developers, and reviewing as both.
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XP Game Intro
- 1. X P Origins G am e Core principles Value Frameworks
- 2. Fr am e wo rks Scrum, XP, Kanban, Lean DSDM, Crystal Clear, RUP, RAD Pomodoro, Personal Kanban, GTD
- 3. Fr am e wo rks Individuals and interactions over processes and tools Scrum, XP, Kanban, Lean documentation Working software over comprehensive DSDM, Crystal collaboration over contract negotiation Customer Clear, RUP, RAD Pomodoro, Personal Kanban, plan Responding to change over following a GTD
- 4. Or ig ins
- 5. Or ig ins W. Edwards Deming 1950
- 6. Or ig ins 1950
- 7. Or ig ins Taiichi Ono -Toyota 1950 1960
- 8. Or ig ins 1950
- 9. Or ig ins Software crisis 1950 1960 1970 1980 1990
- 10. Or ig ins 1950 1960 1970 1980 1990
- 11. Or ig ins Lightweight methods (Agile) 1950 1960 1970 1980 1990 2000
- 12. C o re pr i n cipl es Inspect and Adapt Deliver frequently Simplicity Self organising teams
- 13. Va l u e Working software = realised value Work on highest value items first Stop when effort exceeds remaining value
- 14. Va l u e Working software = realised value Work on highest value items first Stop when effort exceeds remaining value
- 15. XP G ame Estimate as developers Plan as customers Implement as developers Review as developers/customers
- 16. XP G ame Planning Estimate as developers Iterations Plan as customers Inspection Implement as developers Velocity Review as developers/customers
- 17. XP G ame Estimate as developers Plan as customers Implement as developers Review as developers/customers
- 18. St o r i es
- 19. Es t i m at ion
- 20. I te r at io n1 Remember to ask questions about stories Limited planning time - 10 minutes
- 21. I te r at io n1 Remember to ask questions about stories Limited planning time - 10 minutes Planning - maximise business value
- 22. I te r at io n1 Remember to ask questions about stories Limited planning time - 10 minutes Planning - maximise business value Take a half-way break to review
- 23. I te r at io n2 Unfinished stories = penalty 1/2 business value Finish unplanned story = only 1/2 business value
- 24. I te r at io n3 Repeat .......
- 25. Wr a p up Roles and responsibilities Estimating Accuracy Consistency Iterations Velocity Value
Editor's Notes
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- These are a number of the methods, varying levels of take up with Scrum and XP probably the most widely used\n\nSome cross over with personal productivity methods. If you are interested in these the Agile methods will feel quite natural to you\n\nIndividuals - Story boards rather than a requirements db to encourage discussion and visibility\nCustomer collaboration - Embedded customer is the agile ideal\n
- Many of the initiatives in Japan can be traced back to Demings work in the 1950s\nTaiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines\n1986 Japanese academics described the ‘Scrum’ process\n\n
- Many of the initiatives in Japan can be traced back to Demings work in the 1950s\nTaiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines\n1986 Japanese academics described the ‘Scrum’ process\n\n
- Many of the initiatives in Japan can be traced back to Demings work in the 1950s\nTaiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines\n1986 Japanese academics described the ‘Scrum’ process\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines \nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines \nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nLean Production for companies producing hard products, Dell. Now used in Software development and services industries like Airlines \nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- Taiichi Ohno - 1962 - Toyota Production System\nSoftware crisis - no silver bullet - software projects which are large, complicated, poorly-specified, and involve unfamiliar aspects, are vulnerable to unanticipated problems.\nMany of the initiatives in Japan can be traced back to Demings work in the 1950s\n\n
- A lot of principles and approaches can be traced back to Demings work in Japan. Still a Deming prize\nTaiichi Ohno - 1962 - Toyota Production System\nScrum developed from first description by Japanese academics looking at hardware producers. Tested by Ken Schwaber and Jeff Sutherland, formalised in 1995\n\n\n
- A lot of principles and approaches can be traced back to Demings work in Japan. Still a Deming prize\nTaiichi Ohno - 1962 - Toyota Production System\nScrum developed from first description by Japanese academics looking at hardware producers. Tested by Ken Schwaber and Jeff Sutherland, formalised in 1995\n\n\n
- A lot of principles and approaches can be traced back to Demings work in Japan. Still a Deming prize\nTaiichi Ohno - 1962 - Toyota Production System\nScrum developed from first description by Japanese academics looking at hardware producers. Tested by Ken Schwaber and Jeff Sutherland, formalised in 1995\n\n\n
- 12 Principles\n\nDeliver frequently (CI, CD) - Value\n\n\n
- Software not deployed is WASTE (Lean)\n\nForm teams around highest value items. Often specialists will break off to work on lower value items......\n\n80/20 rule. Deliver the 20% of features most people use quickly\n
- Software not deployed is WASTE (Lean)\n\nForm teams around highest value items. Often specialists will break off to work on lower value items......\n\n80/20 rule. Deliver the 20% of features most people use quickly\n
- The XP Game is designed to show the following ........\n\nAims of the Game is to deliver maximum business value.\n3 minute iterations\n
- The XP Game is designed to show the following ........\n\nAims of the Game is to deliver maximum business value.\n3 minute iterations\n
- Story is a reminder to have a discussion. Not all the details you need to compete are always there - reflects real life\n\nYou can ask me questions about how you can approach a story, clarification or more details\n\nAcceptance critieria - I will test the story to say you are complete.\n
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