live it - or leave it! returning your investment into agile
DESCRIPTION
Keynote at Agile Testing Days Berlin 2013 If you’re involved with software development, there is probably no way you can ignore it anymore: the agile approach. With everyone talking about it, there is a certain pressure to adopt agile methods. This brings with it the danger of introducing a bunch of practices without placing enough emphasis on the two main success factors: continuously improving software and continuously improving teams. The latter is usually driven more or less automatically by the self-interest of the directly affected individuals – after all, nobody deliberately wants to be inefficient. "Continuously improving software" on the other hand will almost certainly go wrong at first, because trust and feedback are much harder to establish between stakeholders (customers, team) than within a team. This often leads to efficient teams building the wrong product, or, even worse, just investing into iterative delivery without enjoying any of its benefits. Efficiency is therefore just one component for ensuring a good return on investment when adopting Agile. In this talk, I want to focus on the other part – effectiveness – and how it impacts on the way teams collaborate with their customers. I'll introduce a few techniques (Story Mapping, Specification-By-Example) that support this change and present examples from past projects in the financial and public sector where they proved successful.TRANSCRIPT
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CHRISTIAN HASSA (@CHRISHASSA)
WWW.TECHTALK.AT
Agile Testing Days 2013, October 30th 2013
Live it – or leave it!Returning your investmentinto Agile
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Are we scaling the right thing?
The DAD Agile LifecycleCopyright 2012 – Scott Ambler and Associates
Envision the future
Identify,prioritize
and select projects
Productionready
Delightedstakeholders
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The Underpant Gnomes
As introduced by Jeff Patton: http://www.infoq.com/presentations/Co-making-Products
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We’re disconnected from business
Phase 1: Collect Underpants Phase 2: Phase 3:
? Profit
Envision the future
Identify, prioritizeand select projects
Delightedstakeholders
Productionready
?
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M7
Where’s “Phase 2” in SAFe?
M8Phase 3
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If we should happen to step on a mine –
What do we do?
Fixed time, budget, scope – what do we do?
Well, normal procedure, Lieutenant,is to jump 200 feet into the air,
and scatter yourself over a wide area.
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The SAP “Business by Design” disaster
• Target 2010:10.000 customers, 1bn/year•Started in 2003•2-3bn investment•Announced for 2007
• “Merged” with HANA in 2013•First release only in 2010•<1000 customers by 2013•<100 Mio revenue / year
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http://www.youtube.com/watch?v=pvBqaidBP6A
“It's the problem that SAP does By Design.By Design would have been long in the market, if somebody else would have done By Design.”
“Our customers, for example the large ones,if they want to use By Design as a subsidiary system, they ask for every second feature they find in the [existing SAP] suite.”Hasso Plattner, SAP Co-Founder, 2010
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Fixed time and budgetare NOT the problem –
… it’s waiting too longand spending too much
before validation!
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Your job as developers isNOT to develop software,
your job is to change the world.- Jeff Patton
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What can we learn fromPinky and the Brain aboutchanging the world?
Be prepared that the bestlaid plansdon't work out.
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Your job as tester isNOT to verify software,
your job is to verify the worldis actually changing
(fast enough).
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Scaling TDD to the enterprise
Write afailing
unit test
Make thetest pass
Refactor
Write a failingacceptance
test
Set adesired
business goal
Get feedbackon deployable
systemMeasureimpact
of deployedsystem
Define adesired
behavior change
Measureimpact
of behaviorchanges
Refinefeature
Refinedeliverable
Refinestrategy
break downstakeholders
break downdeliverables
break downunits
extendsystem
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Impact Maps
Goal
Actors
Impacts
Deliverables
Increase yearly revenue by 3%
Keep market share inblockbuster concerts
Reduce call-center loadfrom blockbuster concerts
Introduce mobile platform forconcert tickets web shop
Mobile phoneshop users
Customers callingto order by phone
Reducebounce
rate
Orderblockbuster
tickets
Hang-upto orderonline
Static info onblockbuster concerts
Order one particularblockbuster concert
Announcementfor mobile order
possibility
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Influence
Control
Goal
Actors
Impacts
Deliverables
Influence vs. ControlReduce accidents
by 50% at cross-roads
Car drivers
pay moreattention
driveslower
put upstop sign
put upspeed limit
transform toround-about
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Influence
Control
Goal
Actors
Impacts
Deliverables
Scaling agile principles
Test Goals and Impactsas early and as often as possible• Scale: what to measure• Meter: how to measure• Range: Benchmark, Constraint, Target
Define roadmap of goals
Smaller deliverable slices to productionEasier to parallelizeAcross systems and departmentsPrioritized with business sponsors
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Delivering flexible scopeStory Maps
• Introduced by Jeff Patton• Optimize scope of a deliverable for
particular impacts• Provide overview about backlog• Help with collaboration and
release planning
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Story Map structure Mobile phoneshop user
Order blockbustertickets
Reducebounce rate
Static info onblockbuster concerts
Order one particularblockbuster concert
Becomesaware of
new concert
Tries to buy when sale
starts
Waits for concert
Attends concert
Upcoming concert
sales
Additionalartist info
Pay by credit card
Pay by invoice
Print paperticket
Validate using NFC
News about concert
Likely orderof events
Pri
ori
ty
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walkingskeleton
Prioritizing slices Mobile phoneshop user
Order blockbustertickets
Reducebounce rate
Static info onblockbuster concerts
Order one particularblockbuster concert
Becomesaware of
new concert
Tries to buy when sale
starts
Waits for concert
Attends concert
Upcoming concert
sales
Additionalartist info
Pay by credit card
Pay by invoice
Print paperticket
Validate using NFC
News about concert
Likely orderof events
Pri
ori
ty
Omittedsteps
Manualworkarnd
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Slicing for impacts Mobile phoneshop user
Order blockbustertickets
Reducebounce rate
Static info onblockbuster concerts
Order one particularblockbuster concert
Becomesaware of
new concert
Tries to buy when sale
starts
Waits for concert
Attends concert
Upcoming concert
sales
Additionalartist info
Pay by credit card
Pay by invoice
Print paperticket
Validate using NFC
News about concert
Likely orderof events
Pri
ori
ty
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Team
Levels of collaboration
StakeholdersProject Sponsor
Project Lead
ProductOwner Other groups
that deliver
Impact Maps
Story Maps
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Example: eVoting
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Provision and support
Nominate candidates
Vote and determine results
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Sprint 1
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Provision and support
Nominate candidates
Vote and determine results
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Sprint 2
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Provision and support
Nominate candidates
Vote and determine results
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Sprint 3
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Provision and support
Nominate candidates
Vote and determine results
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Dropped user stories
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Provision and support
Nominate candidates
Vote and determine results
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Added user stories
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Provision and support
Nominate candidates
Vote and determine results
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Sprint 4
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638082
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9177
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36 34 39
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Provision and support
Nominate candidates
Vote and determine results
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Flexible scope
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9177
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36 34 39
38 32
2829
2521
20 23
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15 13 8
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Provision and support
Nominate candidates
Vote and determine results
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Impact Mapping
Story Mapping
Specification-By-Example
Why?Assumption
SpecificationHow?
AcceptanceCriteria
Epics
Deliverables
Impacts
Easier to define upfront Harder to define upfront
User Activities
User Stories
Examples
Goals
Specifications vs. Assumptions
Feature Injection
1. Hunt the value:Look at Outputs
2. Inject features:From Outputs to Inputs
3. Find examples:Try to break themodel
Code
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Agile Fluency
Build-MeasureLearnImpact MappingStory Mapping
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Books
Gojko AdzicImpact Mapping
Douglas W. HubbardHow to measure anything
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Live it – or leave it …• Don’t just focus on delivering
larger backlogs with larger teams
• Apply principles to next level:focus on impacts and business goals
• Elevate your practices:build – measure – learn
@chrishassawww.techtalk.at
Visit:www.productownersurvivalcamp.com