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Death by dogma

versus assembling agile

Sander HoogendoornPrincipal Technology Officer & Global Agile Thoughtleader

Capgemini

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@aahoogendoorn

Sander HoogendoornCapgemini

Principal technology officer

Global agile thought leader

Chief architect Accelerated Delivery Platform

Other

Author books on UML, agile

Author +200 articles, columns

Speaker +100 international conferences

Microsoft Partner Advisory Council .NET

Editorial boards & Advisory boards

Capping IT Off Blog

Web

www.sanderhoogendoorn.com

sander.hoogendoorn@capgemini.com

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On being a developer ...

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Why waterfall won’t work

• Why waterfall won’t work

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Waterfall?

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Waterfall?

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Agile!

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You would believe …

because waterfall doesn’t work,

right?

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@aahoogendoorn They should never have used waterfall.

@aahoogendoorn Does the name of the project coincidently start with a C?

So the methodology doesn’t work

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But how would you feel if …

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@aahoogendoorn They didn’t apply Scrum right.

@aahoogendoorn This project likely did ScrumBut, not Scrum.

So it’s not the methodology, right?

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Jack states that we have over 300 resources who are trained

as SCRUM master. As it happens I’m meeting him this

afternoon. I’ll ask him.

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Lowering Our Fences

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Scrumman

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Dogmagile

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Crusader Agile

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Scrumdamentalism

� �

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Stand up meetings

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Sit down meetings…

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Scrumdamentalism

��

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Agilists against Zenifying

Just write down small things on small papers. It’s your kaizen.

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Agilists against Zenifying

Don’t just write down small things on small papers. Write code. It’s your job.

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There is no so thing as

one-size-fits-all agile

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Teams and roles

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Customer, Coach, Developer

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Product owner, Scrum master,

Team

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Customer, User, Domain Expert

Project Manager, Coach, Developer, Tester

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Create

project

proposal

Write

project

plan

Deliver

working

software

Stabilize

software

Maintain

software

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Multiple roles

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Teams?

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What is the key

to being successful

as a team?

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Collaboration

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Self-organization

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But what happens

to old roles?38

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An example team

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A typical Scrum team?

Product owner /1

Business analyst /2

Information analyst /2

SAP CRM /1

SAP XI/ BPM /2

SAP ABAP /1

UI developer /1

.NET developer /1

Java developer /1

Tester /2

Scrum master /1

Agile coach /1

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Rowing Contest Collaboration

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Test Team

Development Team

Enterprise Architects

Offshore Development Team

End Users

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The Bob-the-Builder-Syndrome

Can we build it? Yes, we can!

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The backlog

Where does it come from?

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And on the

seventh day

Ken created

the backlog

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The automagical backlog

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The automagical backlog

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Preliminary iterations

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Preliminary iterations

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Preliminary iterations

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Create

project

proposal

Write

project

plan

Deliver

working

software

Stabilize

software

Maintain

software

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Documentation Frenzy

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Documentation Frenzy

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User stories

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User stories �

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But if your IT landscape looks like this …

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Index cards might just not do the trick

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User stories are merely meant to get the conversation going?

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So what about documentation?

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The agile manifesto doesn’t say

no documentation (or modeling)

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Will you document to maintain?

� �

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Eventually your software will go

into maintenance (hopefully)

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Levels of requirements

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Huge cases

Hard to build,

impossible to test

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Different levels of use cases

User goal

Sub

function

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Smart use cases

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Work item life cycle

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Quality?

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Quality in iterations

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Quality per work item

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Smart Use Case Cycle

Define

work on

use case

Write

test cases

Generate

and build

use case

Run

test cases

Adjust

use case

Describe

use case

Accept

use case

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Work item life cycle

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Life cycle dashboard

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Kanban is NOT another

agile approach

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Kanban is “JUST”an approach to improve your processes

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The theory of constraints1. Identify the system's constraint(s).

That which prevents the organization from obtaining more of the goal in a unit of time.

2. Decide how to exploit the system's constraint(s).How to get the most out of the constraint.

3. Subordinate everything else to above decision.Align the whole system or organization to support the decision made above.

4. Elevate the system's constraint(s).Make other major changes needed to break the constraint.

5. Go back to step 1

And remember: a chain is no stronger than its weakest link

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On when to estimate73

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When?

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When?

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Again … preliminary iterations

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The overall model

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Smart use case model

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Create

project

proposal

Write

project

plan

Deliver

working

software

Stabilize

software

Maintain

software

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Guesstimation79

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Apples

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Team 1

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Apples and apples

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Team 1 Team 2

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Apples and oranges

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Team 1 Team 2

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Distributed Apples

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Team 1

Off

shore

TeamTeam 2 Team 3

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Mandatory burn down chart?

Bad smell: note how

the same example

is used in everyone’s

presentations.

Don’t trust a vendor

presentation if it has

this example of a

burndown chart in it.

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We have our ups and downs

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Lightweight agile can be

to enterprise projects

What Monopoly is

to solving the financial crisis

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Agile is a sliding scale

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Assembling Agile

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Static versus Dynamic Agile

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Project Approach

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public interface IApproach{

List<ITeam> Teams { get; set; }IDashBoard Board { get; set; }IUnitOfWork Unit { get; set; }

}

public abstract class Approach : IApproach{

public List<ITeam> Teams { get; set; }public IDashBoard Board { get; set; }public IUnitOfWork Unit { get; set; }

}

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Static Approach

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public class Scrum : Approach{

public Scrum(){

Teams = new List<ITeam> {new LocalTeam()};

Board = new TaskBoard();Unit = new UserStory();

}}

public class ScrumProject{

public Scrum Approach = new Scrum();}

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Dynamic Approach

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public class Project{

public IApproach Approach { get; set; }}

public class MyProject : Project{

public MyProject(){

Approach = new Smart();

Approach.Board = new KanbanBoard();

Approach.Teams.Add(new LocalTeam());Approach.Teams.Add(new LocalTeam());Approach.Teams.Add(new UkranianTeam());

Approach.Unit = new Feature();}

}

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Assembling Agile – The basics of agile

Short

Iterations

Collaborative

Teams

Small

Unit of Work

Continuous

Planning

Deliver

Early & Often

Simplify

Communication

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Lightweight Agile

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Assembling Agile – Light

Short

Iterations

Collaborative

Teams

Small

Unit of Work

Continuous

Planning

Deliver

Early & Often

Simplify

Communication

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Enterprise Agile

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Assembling Agile – Enterprise

Short

Iterations

Collaborative

Teams

Small

Unit of Work

Continuous

Planning

Deliver

Early & Often

Simplify

Communication

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Institutionalizing agile

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Freedom and flexibility

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Institutionalizing agile

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In retrospective

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Agile is no religion

So don’t be a zealot

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Agile is a sliding scale

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Assembling Agile

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Value is found

In all agile approaches(and yes, even in waterfall)

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And please can we cut

the fluffiness

And go back to work?

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Sander Hoogendoorn

www.sanderhoogendoorn.com

@aahoogendoorn

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