agile practice-2012
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TRANSCRIPT
Gino MarckxDirector Agile Practice, EPAM Systems
The Undocumented Agile Practice
“ ”Agile doesn’t work for the majority of the companies
out there...
Once upon a time...
cba Resident on Earth - http://www.flickr.com/photos/infiniteache/5427836708
Let’s try this new thing called Agile!
cba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
cba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
Faster
Better
Cheaper
1. Support Agile Manifesto
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 over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Kent BeckMike Beedle
Arie van BennekumAlistair CockburnWard Cunningham
Martin Fowler
James GrenningJim HighsmithAndrew HuntRon Jeffries
Jon KernBrian Marick
Robert C. MartinSteve Mellor
Ken SchwaberJeff SutherlandDave Thomas
© 2001, the above authorsthis declaration may be freely copied in any form,
but only in its entirety through this notice.
Principles behind the Agile ManifestoWe follow these principles:
Our highest priority is to satisfy the customerthrough early and continuous delivery
of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
cb Matt Hutchinson - http://www.flickr.com/photos/hiddenloop/429289122
1. Support Agile Manifesto2. Hire Agile Champion
cba paddynapper - http://www.flickr.com/photos/28990363@N05/5889228468
1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members
Planning Game
Test Driven Development
Iterations
Retrospectives
ProductBacklog
Sprint Review
Daily Standups
Self-Organizing Team
Continuous IntegrationPair Programming
cb Dana Beveridge - http://www.flickr.com/photos/scissorfighter/4857071188 cb Jonathan Rubio - http://www.flickr.com/photos/jonathanrh/5757547657
Certified
cba Andrew Schwegler - http://www.flickr.com/photos/ajschwegler/525742850
1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members4. Be Agile
cba RambergMediaImages - http://www.flickr.com/photos/rmgimages/4881824141 cb Richard Smith - http://www.flickr.com/photos/gocarts/3684754266
Yes, but...
Successful Challenged Failed
12%
28%60%
16%
37%
47%
Traditional Agile
Perceived Project Success Rates
Copyright 2010 Scott W. Ambler - www.ambysoft.com/surveys
4%18%
41%
37%
Top Reasons to Adopt Agile“Faster Time to Market”
Copyright 2010 VersionOne - State of Agile Survey 2010
Highest ImportanceVery ImportantSomewhat ImportantNot Important at All
0 10 20 30Pair Programming
Burndown TrackingPotentially Shippable Software
Daily StandupsExecutable Specifications
Initial Estimate and ScheduleActive Stakeholder Participation
Retrospectives
Practices Tried and Abandoned Top 8 (out of 30)
Copyright 2009 Scott W. Ambler - www.ambysoft.com/surveys
Potentially Shippable Software
Principles behind the Agile ManifestoWe follow these principles:
Our highest priority is to satisfy the customerthrough early and continuous delivery
of valuable software.Welcome changing requirements, even late in
development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
1. Support Agile Manifesto2. Hire Agile Coach3. Train Team Members4. Be Agile
Agile TransitionAgile Adoption
1. Support Agile Manifesto2. Hire Agile Champion3. Train Team Members4. Be Agile
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 over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Kent BeckMike Beedle
Arie van BennekumAlistair CockburnWard Cunningham
Martin Fowler
James GrenningJim HighsmithAndrew HuntRon Jeffries
Jon KernBrian Marick
Robert C. MartinSteve Mellor
Ken SchwaberJeff SutherlandDave Thomas
© 2001, the above authorsthis declaration may be freely copied in any form,
but only in its entirety through this notice.
By Ju
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User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospective
Self-Organizing Team
RequirementsProduct Vision / Vision StatementProduct BacklogUser StoriesUse CasesUsage ScenariosPersonasPlanning PokerRequirement Prioritization
DesignArchitectural Spikes / Spike SolutionsDomain Driven DesignEmergent Design / Evolutionary DesignCRC CardsDesign by ContractSystem Metaphor
ConstructionCoding Style / Coding Guidelines / Coding StandardTest Driven DevelopmentBehavior Driven DevelopmentPair-Programming / PairingRefactoringCollective Code OwnershipDaily Builds / Automated Builds / Ten-Minute BuildsContinuous IntegrationCode Reviews / Peer ReviewsSoftware Metrics / Code Metrics & AnalysisSource Control / Version ControlIssue Tracking / Bug TrackingConfiguration ManagementFrequent Delivery / Frequent Releases
TestingUnit TestingSmoke Testing / Build Verification TestIntegration TestingSystem TestingExploratory TestingTest AutomationStorytesting / Acceptance Criteria / Acceptance Testing
ProcessTimeboxing / Fixed Sprints / Fixed Iteration LengthRelease PlanningIteration Planning / Planning Game / Sprint PlanningSprint BacklogTask BoardDefinition of Done / Done DoneDaily Stand-up Meeting / Daily ScrumVelocitySprint Review / Iteration DemoValue Stream MappingRoot Cause Analysis / 5 WhysBurn Down Charts / Burn Up ChartsBig Visible Charts / Information RadiatorsRetrospective / Reflection Workshop
OrganizationSmall TeamCross-Functional TeamSelf-Organizing Team / Scrum TeamColocated Team / Sitting Together / Common WorkspaceOn-Site Customer / Product OwnerScrum MasterSustainable PaceMove People AroundScrum of Scrums
User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
A Small Piece of Functionality from the End-user’s Perspective
CardConversationConfirmation
“ ”Invitation to a Conversation
Alistair Cockburn
Conversation
User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
Design for the Current Solution, Not for
Future Requirements
Keep It Simple and Stupid
You Ain’t GonnaNeed It
Conversation
Com
mit to
Team R
esultsUser Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
No Silos
Everyone Can Contribute to Any Part
of the Project
Conversation
Com
mit to
Team R
esults
Shared O
wnership
User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
Testing ≠ Programming
cba Damien Pollet - http://www.flickr.com/photos/damienpollet/5048830734
Conversation
Com
mit to
Team R
esults
Shared O
wnership
Collaboration
User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
Inspect and Learnfrom the Past
cb Dana Beveridge - http://www.flickr.com/photos/scissorfighter/4857071188
“”
Regardless of what we discover today, we understand and truly believe that
everyone did the best job they could, given what they knew at the time, their
skills and abilities, the resources available, and the situation at hand.
Norm Kerth
Conversation
Com
mit to
Team R
esults
Trust
Shared O
wnership
Collaboration
User Stories
Emergent Design/Evolutionary Design
Collective Code Ownership
Test Automation
Retrospectives
Self-Organizing Team
Self-organizing=
Motivated
Copyright by RSA Animate - http://comment.rsablogs.org.uk/2010/04/08/rsa-animate-drive
User Stories
Conversation
Emergent Design/Evolutionary Design
Com
mit to
Team R
esults
RetrospectivesTrust
Collective Code Ownership
Shared O
wnership
Test Automation
Collaboration
Self-Organizing Team
Motivation
Use
r St
orie
s
Conversation
Emer
gent
Des
ign/
Evol
utio
nary
Des
ign
Commit to Team Results
Ret
rosp
ectiv
es
TrustC
olle
ctiv
e C
ode
Ow
ners
hip
Shared Ownership
Test
Aut
omat
ion
Collaboration
Self-
Org
aniz
ing
Team
Motivation
Team Dynamics
Oxford Dictionaries
teamPronunciation: /tiːm/noun[treated as singular or plural]• a group of players forming one side in a competitive game or sport:the
village cricket teamhis team played well[as modifier] :team members
• two or more people working together:a team of researchers• two or more animals, especially horses, in harness together to pull a
vehicle:the abbey’s wagon and a team of horses are gone
verb• 1 [no object] (team up) come together as a team to achieve a common
goal:he teamed up with the band to produce the disc• 2 [with object] (usually team something with) match or coordinate a
garment with (another):a pinstripe suit teamed with a crisp white shirt• 3 [with object] harness (animals, especially horses) together to pull a
vehicle:the horses are teamed in pairs
• two or more people working together:a team of researchers
• 1 [no object] (team up) come together as a team to achieve a common goal:he teamed up with the band to produce the disc
It’s About How We Work Together to Achieve a
Common Goal
5. Team - Innocent Wonderment“Life is great!”
1. Alienated - Undermining“Life sucks”
3. Domination - Lone Warrior“I am great... and you are not”
2. Separated - Apathic Victim“My life sucks”
4. Partnerships - Tribal Pride“We are great... and you are not”
Leveraging Natural Groupsto Build a Thriving Organization
Dave Logan, John King& Halee Fischer-Wright
cba James DiBianco - http://www.flickr.com/photos/deebeephotography/5597423334
That is a bad idea
I want my idea to be chosen
What do they mean by that?
I don’t understand it
Will it help me?
Signal
Noise
cb Michiel Jelijs - http://www.flickr.com/photos/thewolf/3816968139
Some Tips...
Decision Making
1. Find out what you agree on
2. Resolve the differences
cb Sarah - http://www.flickr.com/photos/sarahreido/3120877348
Emotional Context
cbde Gino Marckx - Native Child and Family Services of Toronto 14th Annual Community Pow Wow
Feedback
cba Nick McPhee - http://www.flickr.com/photos/nics_events/2350462798
So...
Agile is Not AboutProcesses and Techniques
It’s About How You Work Together to Achieve a
Common Goal
It’s About How We Work Together to Achieve a Common Goal
cb Vestman - http://www.flickr.com/photos/vestman/3515340912
Gino MarckxDirector Agile Practice, EPAM Systems
Thank You!