agile - product is progress
TRANSCRIPT
Agile vs. Traditional Product Development
Watchdog Corp
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Waterfall Project Success Rates
Challenged: late, over budget, missed featuresSuccess: on-time, on-budget, required featuresFailed: cancelled, or delivered and never used
Agile Project Success Rates"We have seen an increase in the
number of smaller projects and agile projects. Further, we have seen a decrease in waterfall projects."
50%
14%
57%
PerformanceAgile Succeeds Three Times More Often Than Waterfall.
29%
Challenged
Success
Failed 50%
42%
49%
9%
Challenged
Success
Failed
CHAOS Manifesto, 2013
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CHAOS Manifesto, 2013
Feature UsageAlways & OftenUse always and/or often Rarely
$1 million project, this would save $190KSometimes$1 million project, this would save $160KNeverFeatures that are never used, and/or not known
45% 16%
19%
20%
“One of the biggest benefits from small projects is the return on value is sooner rather than later. So a small
project has a much greater chance of success, and therefore you will get a return much faster.”
Opportunity Cost
Everything works perfectly on a whiteboard, don’t do big up-front design.
64% Features rarely or never used.
The Agile ManifestoIt’s a Philosophy as well as a Methodology
Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding 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.
Agile Methodologies & Frameworks
Kanban
Scrum LeanFDDScrum – Most start with Scrum as
the best foundational framework for people that need to work
together.
What is Agile?We don’t do Agile, we become
Agile. Agile is a philosophy and a number of
methodologies & frameworks.
53%2–5 Years
19%5+ Years
VersionOne, 2014 – “State of Agile” survey 3,501 people Ag
ile
TDD
Scrum ValuesScrum is based on a set of fundamental core values that form the
basis of our actions & decision making.
AccountabilityBeing Agile means being open, transparent & accountable to a team. Remote & diverse teams need tools.
InterruptionsAgile teams have less meetings but they need to report progress & issues to team members & stakeholders.
Inspect & AdaptAt regular intervals, the team reflects on how for be more effective, then more efficient, this is central to being agile.
Scrum
Focus
Respect Openness
Courage Commitment
Development Comparison
DESIGN
CODE
INTEGRATE
TEST
DEPLOY
REQUIREMENTS
TIME
TIME
Process aren’t built for success, processes are built for safety, and safety isn’t success ~Jeff Patton
WaterfallScrum
Highest Priority
High Priority Medium Priority
80%
Simplified Scrum Overview3 Roles, 3 Artifacts, 5 Ceremonies
Requirements
Product Backlog
SprintBacklog
Sprint Planning
Sprint 1-4 Weeks
Daily Scrum
Retrospective
Sprint ReviewPotentially Shippable Product
24 hrs.
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02
03
04
05
The Agile Scrum Team
Scrum Team
Product Owner
ScrumMasterDevelopment Team
Stakeholders
Agile CoachScrum TeamSelf organizing Development Team, & a ScrumMaster, or the servant leader for the team. The Product Owner determines what to build, & prioritizing build features.
Agile CoachAgile Coaches are responsible for the process of Scrum, training, guidance & leadership throughout the organization.
StakeholdersLine of business leaders that work with the Product Owner not directly with the team.
The people who do the work are the highest authorities about how best to do the work.
Project Team
Scrum Ceremonies
Sprint Retrospecti
ve
Sprint Review
Daily Scrum
Sprint Planning
1 Week 2 Weeks 3 Weeks 4 Weeks
2 hr
15 min
1 hr
.75 hr 1.5 hr
15 min 15 min 15 min
2 hr
4 hr
3 hr
6 hr
2.25 hr
4 hr
3 hr
8 hr
How much time should we allow?
Sprint Length
Team Time Spent on Scrum
Source: Scrumalliance.org
Daily Scrum
Sprint Retrospective
Sprint Review
Sprint Planning
Development Time
Backlog Refinement
78.1%5%2.5%
2.5%
10%
1.9%
People learn best by doing.
Understand Technical Debt
“Shipping first-time code is like going into debt.”
“Just as a business incurs some debt to take advantage of a market opportunity developers may incur technical debt to hit an important deadline.”
“Quick-time to market & iterative development or deployment involves technical debt, tools needed to push/pull code quickly.”
“We don’t have time for
design.”
“We must ship now and deal with the consequences
.”
“What’s Layering?”
“Now we know how we should have
done it.”
DEL
IBER
ATE
INAD
VERT
ENT
PRUDENTRECKLESS
The faster you deliver, the more important QA and DevOps become.
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Product Owner
Market
Sprint Reviews & Release
Sprint Planning, Sprint Reviews &
*Daily Scrum
Initiates & Dictates Product
Changes
Sprint Reviews & Releases
Daily Scrum, Sprint Planning & Sprint
Reviews
Team
Stakeholders
Customer
Agile Feedback LoopsScrum has several built-in feedback loops.
Human Nature, Egos & Politics…We have to change the ways we traditionally communicate & challenge the
status quo.
What do you see being communicated in this picture?
Scrum is difficult, Scrum is disruptive, that’s how you know
you’re doing Scrum. ~Mark Layton
Body Language is 70% of communications, as a team, you
need to communicate face-to-face first, then Phone, then IM and as a
last resort - Email.
5 Keys to Success
Conduct an implementation strategy
Build awareness & advertise internally
Identify pilot project that makes strategic sense
Train the team – more than once
Run sprints with a Certified Agile Coach
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02
03
04
05
5 Common Mistakes
Double Work Agile – doing Scrum & Waterfall
No formal training or workshops
An ineffective Product Owner
Tweaking & short-cuts – “death by 1000 cuts”
No professional transition support
01
02
03
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Key Take-aways…
INSPECT
ADAPT
SUCCEED
The Process is easy, People are Hard. ~Mark Layton
Brian Dreyer• [email protected]• @Watchdog_Ent• https://
www.linkedin.com/in/bdreyer
Your ‘organization’ is perfectly engineered to get the results you’re currently getting, make a change.
Scrum as a framework is a system, and systems only work when all the components are present.