agile and lean product development the fundamentals

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  • 1.Delivering value earlyand often, giving ourselves the bestopportunity to beat thecompetition to market,realize revenue anddiscover insights thatwe can use to help usimprove The Fundamentals

2. Copyright 2008 Russell Pannone. All rights reserved. 2 3. What's in it for You The Business Proposition Mastering Agile and Lean Product (System-Software) Development with Scrum User Stories Applied 5 Levels Agile Planning Monitoring Progress and Business Value-Added 3 4. Class Exercise4 5. How to Organize a Children's Party Copyright 2008 Russell Pannone. All rights reserved. 5 6. What Type of System is Ours? Chaotic Ordered Complex Copyright 2008 Russell Pannone. All rights reserved.6 7. Four Spheres of Influence1. Stakeholder Needs and Business Processes2. Architecture and Design3. Technology CMU/SEI-2002-TR-009, ESC-TR-2002-009, July 2002 4. Program/Project Management These four spheres are simultaneously defined and traded through the life of an agile and lean project because adecision in one sphere will inform and likely constrain the decisions that can be made in another sphere1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (includingquality attributes such as performance, security and reliability), end-user business processes, businessdrivers and operational environment. 2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, therelationships between them, and how they fit with the enterprise system. The elements includestructure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economicand technologic constraints and tradeoffs. 3. Sphere 3 - Technology: This sphere denotes available and emerging technology and products, non-development items and relevant standards. 4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of theproject. These aspects consider the cost, schedule and risk of building, fielding and supporting thesolution. Key to these management aspects are the cost, schedule and risk of changing the necessarybusiness processes. 7 Copyright 2008 Russell Pannone. All rights reserved. 8. A Common Delivery FrameworkCommon Delivery Framework Work Type USAIT performs multiple types of work:A common delivery framework Standard Practices (programs, projects, enhancements, ofintroduces a consistent governance break-fix, maintenance operations)work prioritization, selection, Solution Approach communication and representation of These work progression to completionthat works types are supported by standard practices whichCommittee,(i.e. Executive Steering establish expectations of theCommittee,Portfolio Steering minimum activities that must be conducted Committee,Infrastructure Steering to ensure a viable solution is created (i.e.Architecture Review Board, requirements, funding, testing,Enterprise Change Management deployment) At the core of the framework is the solution approach where the actual work gets done. The framework itself may establish guidelines to aide in choosing a solution approach, but does not dictate any particular approach.The team doing the work is empowered to make this choice! 8 9. Roadmap to being agile and leanObjectives Delivery of commercial or operational value early and often, giving ourselves the best opportunity to beat the Agile competition to market, realize revenue and discover Coaching &insights that we can use to help us improveTraining Cross-functional, collaborative and adaptive teams developing and delivering value-added product (system- software) increments in a continuous flow from requirements to deployment Avoiding the high cost of discovering defects late in theScrum Cultural Agiledevelopment cycle by discovering defects early in theCoaching & Renewal AdoptionTraining development cycle which is accomplished by eliminating waste, increasing feedback loops and developing code from the point of view of provability and outside-in design Emphasis is placed on the need for teams to nurture group cohesion, and paying attention to norms that serve as a guide that strengthens positive practicesOrganizational Change Minimizing frustration levels and making the art and Managementscience of system-software development enjoyable and not a burden or death march The what, why, and how of agile/lean product (system- software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organizationCopyright 2008 Russell Pannone. All rights reserved.9 10. Copyright 2008 Russell Pannone. All rights reserved. 10 11. SS Agile SS Agile 11 12. Our highest priority is to satisfy the customer through early andThe most efficient and effective method of conveying information to and continuous delivery of valuable software.within a development team is face-to-face conversation.Welcome changing requirements, even late in development. Agile processes promote sustainable development. The sponsors, Agile processes harness change for the customer's competitivedevelopers, and users should be able to maintain a constant pace advantage. indefinitely.Deliver working software frequently, from a couple of weeks to a Continuous attention to technical excellence and good design enhances couple of months, with a preference to the shorter timescale.agility.Business people and developers must work together dailySimplicity--the art of maximizing the amount of work not done--is throughout the project.essential.Build projects around motivated individuals. Give them the The best architectures, requirements, and designs emerge from self- environment and support they need, and trust them to get the job organizing teams. done. At regular intervals, the team reflects on how to become more effective,Working software is the primary measure of progress.then tunes and adjusts its behavior accordingly. 12 13. What's in it for You The Business Proposition Mastering Agile and Lean Product (System-Software) Development including hands-on exercise User Stories Applied 5 Levels Agile Planning Monitoring Progress and Business Value-Added 14 14. RecentData Points Russell Pannone (805) 910-6481 15 15. 16 16. 17 17. Copyright@ 2008 Russell Pannone. All rights reserved. 18. Gain feedback AcceptLowerthrough changeproject riskiterative withoutthrough incrementalslowing highervaluedownvisibilitydeliveryDeliveringvalue early and often,givingourselves the bestopportunity to beat thecompetition to market,realize revenueanddiscover insightsthat we canuse to helpus improve19 19. Copyright 2005, Mountain Goat Software1. Agile puts the Product Owner (aka the business or customer representative) in the drivers seat In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the development process.2. Agile allows the business to quickly react to changing market conditions and needs The only thing constant in todays economy is change. Businesses need to be able to make quick course corrections in order to survive.3. Agile provides visibility into the development process For many customers software development is a dark art. They dont have the background in order to understand the technical details and in most cases the development team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development lifecycle, providing enhanced visibility.4. Agile also puts the Development Team in the drivers seat - While the Product Owner is responsible for what is to be developed the Development Team is self-directing and self-organizing as to how to develop the system- software productCopyright 2008 Russell Pannone. All rights reserved. 20 20. Tooling Project - Product Backlog 21 21. 1. Performing tasks to complete the story2. Completing the story based on story acceptance criteria and team's definition of done3. Developing and delivering commercial or operational value incrementally Copyright 2008 Russell Pannone. All rights reserved.22 22. Reduce WasteFeedback Loops Remove what isnt of Sprint Review & Planning value to the customer Sprint Retrospective Quicker delivery of value Daily Scrum & ROI23 23. What's in it for You The Business Proposition Mastering Agile and Lean Product (System- Software) Development User Stories Applied 5 Levels Agile Planning Monitoring Progress and Business Value-Added 24 24. Candidate Practices A practice is a common approach for doing something with a specific purpose in mind 25. Usage scenario When a project team wants to be agile they self-organize & self-direct around the 9 practices The team then selects 1 or more practice to apply to their work at hand Benefits Iterative & Incremental adoption of being agile and lean Gives team a context and narrow focus to rally around Provides a non-threatening easy way for team to learn together, be agile, apply an iterative and incremental approach, and get better at what we do26 26. Copyright 2008 Ivar Jacobson Consulting.Sprint/Iteration Copyright 2008 Russell Pannone. All rights reserved.27 27. Traditional Development implied sequential waterfall time delay in obtaining feedback Iterative & IncrementalDevelopment and Delivery 28. What is Iterative and Incremental Development?Iterative development is a time-boxed approach thatcycles" through a set of activities, fromunderstanding requirements to producing andrefining an increment of the product Copyright 2008 Russell Pannone. All rights reserved.29 29. 30 30. Scrum Explained The relay race approach to product developme