Agil planering och uppföljning

Transcription

1 Agil planering och uppföljning HiQ Thomas Nilsson, Responsive Agile Developer, Coach & Mentor 1

2 36 minutes Breakfast: 5 min Bus: 23 min Security Check: 5 min Walk to terminal: 3 min 2

3 > 36 min Scope Cost Time 3

4 1. People Scope 2. Competition or Strategy 3. Development is Discovery 4. Development is Problem Solving Scope Cost Cost sy!ems Time Time implementation unce"ainty p#nciple 4

5 100% Slack PLANNING TO WIN? guess % % % b g w e = (b+4g+w)/6 = % 50% 5

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7 PLANNING PROBLEM SOLVING Estimation? Precision? Complexity? Statistics! 7

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9 Manifesto for Agile Software Development 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 Working software Customer collaboration Responding to change over processes and tools comprehensive documentation contract negotiation following a plan That is, while there is value in the items on the right, we value the items on the left more. 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 9

10 Scrum 10

11 Team Have a common goal Help each other to achieve it Have access to all the competences required Have the mandate to change their own way of working Teams are also more productive, creative, focused and enjoy their work more Self-organized? 11

12 Forming Teams Never tell a man how to do something. Tell him what to do and let him decide how to do it. He will surprise you with his ingenuity. Norming General Patton Storming Performing Forming Bruce Tuckman,

13 Competence and T-shaped People Only experts require much planning overhead Who does what when? T-shaped people much less... Co-working is key to grow cross-competence 13

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15 Scrum Structure for Cadence } TR:s, Unplanned, Other } The Scrum Team Sprint Planning Daily Daily Daily Daily Daily Daily Demo Retrospective 15

16 Scrums principles & values Development in timeboxed, short, steps to get feedback on quality, functionality and performance Highest value first Inspect Commitment & Focus Self-organizing teams Visualize Openness & Honesty Adapt Respect & Courage Communication & Feedback 16

17 Visible Sprint Progress Not started Started Done Burndown Deposit action Failing test Db-schema Estimate: 25 List Define action schem Failing test Estimate: 20 Withdraw action Add menu Estimate: 15 schem Failing test Transfer Test Gui Create the stored proc Estimate: 18 17

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19 Scope Resources People Cost Time 19

20 The Burndown Game or How do we guarantee delivery on time? 20

21 Burndown Game - Rules Estimate effort of all stories with one throw of one die Order stories according to Business Value Sum effort : sum(e) Base velocity : V = round(sum(e)/8) Draw plan (8 sprints horizontally, sum(e) vertically) Sprint: Throw once for + (even) or - (odd), once for Vd (delta velocity) Count off stories for maximum V+Vd effort Plot actual burned down effort from stories (not velocity) Place burned down stories in one pile per sprint Repeat once Repeat again Repeat until 8 sprints 21

22 Debrief Plot: burndown in number of stories instead of effort accumulated delivered business value (up!) Surprised? Discuss: What conclusions can you draw? 22

23 Probable Possible Stretch 285 of 300 value points delivered on time!! Minimal Marketable Feature Set 23

24 Estimation Two parts: Investment calculus for tracking Traditionally the budget has become the plan which also must be kept, but different purposes, which becomes evident if we use different units for budget and for tracking 24

25 Definition of Done What s always included Guarantees the same quality The teams capabilities capacity freedom Environments processes capabilities cooperation What does DONE mean in your current project? What can you do to become more DONE? 25

26 Estimation & Velocity Story Estimation & Velocity is a statistic way of measuring! We never need to measure, or know, for a particular story! 26

27 Technical Debt Cleaning up never happens! Everything is included Test Driven Automation Refactoring Test- & build scripts Manuals & Documentation... For every Story! Culture and Way of Working You always have the time! If you Inspect & Adopt to Empirical Data And You are always Done! 27

28 Planning with Teams Team Aug Sep Oct Nov Dec Jan Feb Mar Apr Espresso SMX MSC 14.1 O11 Features Latte OMFP v3 Gang of 4 Job Handling BSS Licensing Aviators Lizzy Minor Features 28

29 Agile Implementation& Analysis Continuous cooperation with all stakeholders Product Owners Analysis Just-Enough & Just-in-Time Analysis per Story Requirements in Story form Implementation Testing 29

30 Agile Implementation, Analysis & Testing Agile Testers Story Acceptance Tests Testing Automation Early and Continuous Integration of the Whole Product 30

31 Product Backlog Items, PBI Different granularities: Themes Work needs to be done on all levels all the time! Epics Stories Different horizons: Sprint Release Vision Future Releases Sprint Next Release 31

32 BACKLOG GROOMING 32

33 Priority between Higher Order PBI? 33

34 Verksamhet/Kundprojekt/Marknad Ekosystemet Verksamhet/Kundprojekt/Marknad Verksamhet/Kundprojekt/Marknad Kontinuerlig Systems Requirements verksamhet utan Software Requirements slut och iterationer Analysis ration Iteration Iteration Iteration 34

35 Men för att fylla Backloggen... Ansvar Fånga behov Koordinera behov mellan flera intressenter Omvandla behov till funktioner Användbarhetsanalys Data- och funktionskonsistens Många uppgifter blir det... Bistå utvecklingsteam med applikationsområdesexpertis Skriva acceptanstester Verifierande workshops Funktionsjusteringar Utbildningsmaterial 35

36 Kanban + Round Robin Kanban En taskboard Antal platser begränsat Flytta bara om det finns plats Ger pull istället för push Round Robin Scheduleringsalgoritm Arbeta på flera saker samtidigt Olika längd är inget problem GTD, Pomodoro 36