Little a Versus Big A Agile

Transcription

1 Little a Versus Big A Agile A Focus on Intent Signalled Intent Carine06 / Wikimedia Commons / cc-by-sa-2.0 Jim and Melissa York 1

2 Who We Are Melissa York Principle Operations FoxHedge Ltd Jim York Principle Coach 2

3 What We Do Coaching Coaching leaders to build effective teams and products Learning on your terms, focusing on the problems you want to solve. Dealing with the real challenges building products in your business environment. Onsite coaching for your teams and the people who lead and support them. Training Teaching individuals and teams in dynamic, interactive workshops Certified ScrumMaster Certified Product Owner Agile Team Workshop Starting Your Agile Project Lean and Agile Orientation Executive Agile Orientation Agile Requirements, Planning, and Estimation 3

4 Upcoming Classes Certified ScrumMaster May - Bethesda, MD June - Arlington, VA July - Frederick, MD Certified Scrum Product Owner April - Reston, VA June - Arlington, VA September - Dulles, VA Quest attendees can get $100 off Early Bird and Regular registration prices for these classes Use promotional code Quest

5 There s a Whole Lot of Something Going On Fragile Agilefall ScrumBut Chaos! 5

6 Sources of Confusion? Charlatans Snake Oil Salesmen Experts? Tools? 6

7 Dispelling an Agile Myth Myth Reality Agile is a Methodology! It s a mindset, supported by practices, which enables you to react in a timely and appropriate way to change. 7

8 For Example Scrum A team-based framework for accomplishing creative work 8

9 Scrum Delivery Cycle 9

10 Scrum Delivery Cycle with Practices Release Planning Small team Customer in the Room Standup Sustainable Pace Sit Together Pair Programming Frequent Integration Prioritization TDD Empowered Team Automated Testing Points User Stories Modeling 1-click Build & Deploy Adaptive Planning YAGNI DoD Information Radiator Review Retrospectives 10

11 Shu Ha Ri 11

12 Agility 12

13 Mastery It takes time to become an expert. Even the most gifted performers need a minimum of ten years of intense training before they win international competitions. -- K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely, The Making of an Expert, Harvard Business Review, July-August 2007 (Reprint R0707) 13

14 in tent inˈtent noun intention or purpose 14

15 What are the causes of failure? 15

16 What are the enablers of success? 16

17 Some Essential Success Factors 17

18 Start with the Problem! 18

19 Create Shared Understanding 19

20 Effective Leadership 20

21 Customer wants what we re working on, now! 21

22 Customer is willing and able to engage with the team Jim s 80/5 Guideline for Product Owner Engagement The Product Owner must ensure that 80% of the Scrum Development Team s questions are answered within 5 minutes of the question being raised. 22

23 Willingness and ability to take appropriate and timely action based on feedback 23

24 Perils and Pitfalls versus Intent 24

25 Reviews Here be dragons! Facade or report One-way Feedback absent or ignored Customer and other stakeholders absent 1st time PO has seen completed features Intent Proof through Demonstration Feedback Leads to adaptation Open to right audience It s about the product 25

26 Retrospective Here be dragons! Gripe session Excuses Complacency Blaming people Heroes & villains Intent Inspection Causes Improvements It s about the process Team 26

27 Points Here be dragons! Intent Measure productivity Measure improvement Compare teams Roll up from multiple Measure capacity Work to capacity Set expectations Re-plan based on actual teams Ignoring velocity projection completion rate 27

28 Workshop Exercise 28

29 Practices acceptance tests adaptive planning Agile Champion automated build and deploy automated testing backlog Boot Camp Boundaries Build Quality In Burn Chart Business Value Analysis Center of Excellence Co-location Coach coding standards Collective Code Ownership Conditions of Satisfaction Constraints Containers Continuous Integration Core Team Cross-functional team Customer Acceptance TDD customer feedback customer-in-theroom Cycle time daily meeting dedicated team definition of done eliminate waste Empowered Team Enterprise Transition Team Evolutionary Architecture Evolutionary Design Fast Delivery Feedback Flow frequent feedback loops frequent integration Goal Impediment List incremental development Information Radiator Innovation Games Iteration Planning Meeting Iterations just enough, justin-time requirements Kanban Management Tests Minimum Meaningful Feature Set Muda One Team Open Workspace pair programming Pareto (80/20) Pay as you go Personas Pigs and Chickens Pilots Projects Planning Poker prioritized backlog Product Lifecycle Product Owner Quality Criteria Reduce Waster refactoring regression testing Regular Cadence Relative Estimation Release Often retrospectives Review Scrum Development Team Scrum of Scrums Scrum Roles ScrumMaster Self-Organizing Team shared goal Shared Vision Simple Design single business decision maker Sit Together small releases Spikes Sprint Backlog Sprint Review Stakeholder Analysis Story Points Success Criteria sustainable pace Swarming Test First Development Theory of Constraints timeboxes Tune Up unit-level TDD user stories Velocity Whole team Working Software YAGNI 29

30 Q &A Here Be Dragons Signalled Intent Carine06 / Wikimedia Commons / cc-by-sa Carta Marina by Olaus Magnus, James Ford Bell Library 30

31 Contact Info 31