Quotes From the Trenches with Agile and Scrum

Transcription

1 Quotes From the Trenches with Agile and Scrum (Overcoming Real Life Challenges of Agile Transformations) Jerry Edwards Cultivating Sustainable Agile Transformations (and via LinkedIn) 6/18/ Agile Chapel Hill 1

2 Some Past Trenches Software Trainer for NetApp Development and delivery of Agile Training Curriculum (1000+ engineers, execs) Coaching and advising new Agile teams in an Enterprise environment IT Strategist for Sony Ericsson Standardization of SW processes and tools for geographic dispersed teams Global coordination that included Agile transformations Manager for SW Configuration and Build Release Teams for Ericsson Training and rollout of new build and automation tools Implementation of lifecycle processes and ways of working globally with a special focus on improving SW quality Peace Corps Volunteer University Instructor (Liberia, West Africa) Appreciation for training and working within different cultures Certifications CSM, CPO, SAFe Agilist 6/18/ Agile Chapel Hill Awareness 2

3 Many Agile Misconceptions Background I hear Agile means no more documentation. 6/18/ Agile Chapel Hill 3

4 Many Agile Promises Background Scrum: Art of doing twice the work in half the time. 6/18/ Agile Chapel Hill 4

5 Journey 6/18/ Agile Chapel Hill 5

6 Agile Improves Odds Of Success Journey Agile Projects Waterfall Projects 9% 39% Successful Challenged 29% 11% Successful Challenged 52% Failed 60% Failed But does not guarantee it! Source: Standish Group 2015 Chaos Report Q&A with Jennifer Lynch 6/18/ Agile Chapel Hill 6

7 Change Requires Effort Journey Life is greater (new status quo) Change Catalyst Life is good (status quo) Practicing/ integrating Chaos Source: Adapted from Virginia Satir Model 6/18/ Agile Chapel Hill 7

8 Change Requires New Identities Journey Life is greater (new status quo) Life is good (status quo) Change Catalyst Practicing/ integrating Reestablishing identity Loss of identity Chaos Told you so moment Source: Adapted from Virginia Satir Model 6/18/ Agile Chapel Hill 8

9 According to Scrum Guide Journey Lightweight, simple to understand but difficult to master. Mastery is a journey (not just a sequence of sprints strung together) 6/18/ Agile Chapel Hill 9

10 Product Backlog Sprint Backlog View Of Scrum Flow Journey Requirements (User Stories) Smaller Priority (value) Acceptance criteria Size Yes or No Getting to Ready 6/18/ Agile Chapel Hill 10

11 Product Backlog Sprint Backlog Product Increment Let s Focus on Three Phases Journey Ready Building Done 6/18/ Agile Chapel Hill 11

12 Room Survey Journey Which phase is your greatest challenge hindering your Agile Scrum success? Ready Building Done 6/18/ Agile Chapel Hill 12

13 Planning Your Journey Journey What problems are you trying to solve? What does success look like? Are you committed to making changes? 6/18/ Agile Chapel Hill 13

14 Charters & Guidelines (Some First Steps To Success) Journey Agile Project Charter Team Charter Definition of Ready Definition of Done 6/18/ Agile Chapel Hill 14

15 Ready 6/18/ Agile Chapel Hill 15

16 Oops! Ready Our Agile teams were more productive and efficient, we built the wrong product in half the time. 6/18/ Agile Chapel Hill 16

17 Product Backlog Ready Critical to create the right product backlog Consider techniques such as story maps Generally written as user stories INVEST 3 C s (card, conversation, confirmation) Sliced into testable deliverables Prioritized & Refined Small to fit within sprint and even smaller yet Acceptance Criteria Sized Meets Definition of Ready (DOR)? 6/18/ Agile Chapel Hill 17

18 Room Survey Ready How many of you have a formalized Definition of Ready (DOR)? 6/18/ Agile Chapel Hill 18

19 Outcome Predictive Vs Adaptive Ready Adaptive Predictive? Time (Sprints) 6/18/ Agile Chapel Hill 19

20 Value Driven Ready Scope Quality Resources Time Source: Henrik Kniberg, Stop Starting, Start Finishing, Crisp s Blog, 14 March 2013 Value driven requires a good understanding of minimal viable product (MVP) or minimal business product (MBP) 6/18/ Agile Chapel Hill 20

21 Early Problem And Risk Exposure Ready I know things in a project are going to change, but in my Agile projects, I know this information much sooner which allows for good decision making. 6/18/ Agile Chapel Hill 21

22 Slicing User Stories Across SW Layers Ready 20% Done UI Middle Ware Infrastructure Late Integration Is Difficult to Estimate (?) Maybe 80% Value 6/18/ Agile Chapel Hill 22

23 Building 6/18/ Agile Chapel Hill 23

24 Limiting WIP Building Do a few things insanely great. 6/18/ Agile Chapel Hill 24

25 Product Backlog Sprint Backlog Value Completed Work Building 6/18/ Agile Chapel Hill 25

26 Room Survey Building On average, what percentage of sprint backlog user story points are accepted each sprint? 0 to 50% 50 to 75% Greater than 75% 6/18/ Agile Chapel Hill 26

27 Productivity Productive Teams Rise To Swarming Building Tuckman Model Swarming Performing Team Effort Forming Norming Individual Effort Storming Team Stages Over Time Together 6/18/ Agile Chapel Hill 27

28 Transparency Building Know where you are every day with Scrum or think you know where you are on your well-formed plan and discover that you are very wrong, very much later. Source: Ken Schwaber, A Playbook for Adopting the Scrum Method of Achieving Software Agility 6/18/ Agile Chapel Hill 28

29 Relative Sizing: Accuracy Over Precision Building Precision Accuracy Keys to measuring realistic progress are: 1. Vertically sliced small user stories 2. Relative estimates which provide a quicker and good average accuracy 3. Maintaining tested working software (shippable quality) 4. Consistent teams over time 5. Using empirical data from time boxing (velocity)? 6/18/ Agile Chapel Hill 29

30 Points Release Transparency - Burndown Building Release Burndown Backlog Remaining Points Sprints 6/18/ Agile Chapel Hill 30

31 Points Release Transparency - Burnup Building Velocity = points per sprint Forecasting with best and worst case scenarios Burnup } 100 Best Case 50 Worst Case Sprints 6/18/ Agile Chapel Hill 31

32 Ignoring Transparency Building Management wanted us to release in 5 sprints, but our velocity charts showed we needed at least 10 sprints. 6/18/ Agile Chapel Hill 32

33 Done 6/18/ Agile Chapel Hill 33

34 Move From Throwing Over Wall Done Developers did not give completed user stories to testers until the last day so there was no time to test before the sprint was over. 6/18/ Agile Chapel Hill 34

35 To Team Responsibility Done Team is responsible for quality Testers are part of the team Everyone tests Testing is not a phase Quality is not equal to test. Quality is achieved by putting development and testing into a blender and mixing them until one is indistinguishable from the other. Source: How Google Tests Tester in Agile is a person whose primary skill is testing, rather than a person whose role is to do only testing Source: Henrik Kniberg, Scrum and XP from the Trenches, There should be as much test activity on the first day of a sprint as on the last day. Source: Michael Cohn, Succeeding with Agile: Software Development Using Scrum 6/18/ Agile Chapel Hill 35

36 Move From Identifying A Defect Done My testing performance review is based upon how many defects I find and report. 6/18/ Agile Chapel Hill 36

37 To Preventing a Defect Done Performance based upon quality delivered not defects found Fix it! Like finding a hole in a boat Cleaning up your poop before it smells 6/18/ Agile Chapel Hill 37

38 Awareness Of Technical Debt Cost Done Very Costly Cheap Time to discover and fix a bug 6/18/ Agile Chapel Hill 38

39 Eliminating Technical Debt Done Avoid accepting user stories with defects Cheaper to find and fix bugs early Addressing technical debt is rarely accounted for in backlog which annihilates predictions and release schedules Especially if defect prevents the release Some Testing aids to find issues early Formalize testing in Def of Done TDD, ATDD, and BTDD Automation Continuous integration 6/18/ Agile Chapel Hill 39

40 Cultivating 6/18/ Agile Chapel Hill 40

41 Adapt To Improve Cultivating Improve Clear goals and values Champions and leaders Training and coaching Adapt Dysfunctions 6/18/ Agile Chapel Hill 41

42 Dysfunctional Example Cultivating Our daily Scrums lasted 2 hours each day, so team members have started skipping. 6/18/ Agile Chapel Hill 42

43 Finally, Leaving You With Cultivating Slicing Swarming Sustaining Ready Building Done 6/18/ Agile Chapel Hill 43

44 Jerry Edwards Cultivating Sustainable Agile Transformations (and via LinkedIn) 6/18/ Agile Chapel Hill 44

45 Supporting Slides 6/18/ Agile Chapel Hill 45