Download - Utah PMA Quarterly Meeting, June, 2009
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Agile for Product People
Presented by Bryan Tew
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Copyright 2009 Davisbase LLC
Introduction
• Bryan Tew of DavisBase Consulting• Agile Trainer and Coach
• 10+ years in software development industry
• IT Roles include PMO Director, Project Manager, Program Manager, Business Analyst, Process Manager
• Novell, The Generations Network, Solution Stream, ASPE
• 4+ years implementing Agile practices with software development teams and IT organizations
• MBA, Certified Scrum Master & Practitioner
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Objectives
• Understand the differences and benefits of Agile development
• Provide knowledge and understanding of Agile principles and practices
• Understand the role of the Product Owner and how to work with an Agile team
• Learn how you can help your teams get started
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Traditional Development
• Waterfall uses the ‘Big Bang’ approach:
The product is delivered
At the completion of testing
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ScopeFeature/functionality
deliverables for the project
ScheduleTimetable for creating the
deliverables
CostPeople, materials, and
equipment used to create the deliverables
The Triple Constraint
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• A philosophy about software development
• A collection of processes and practices that uphold that philosophy
• A grassroots movement to revolutionize software development
• What is the problem we’re trying to solve?
What is Agile?
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The Agile Advantage
• With incremental delivery:– We address the greatest risks early in the
project – We can make corrections/adjustments with
each iteration– The Product Owner sees the product emerge
before their eyes and has visibly helped to create it– The team incrementally improves with each
iteration
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Waterfall vs Agile
• Waterfall can lead to a large gap between what the Product Owner wants and what is actually delivered
• Agility adjusts to the goal based on customer feedback with each iteration.
Waterfall/’Big Bang’Agile
Target
Tim
e
Variance from Target- 0 +
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Why Agile?
1. Manage rapidly changing priorities
2. Accelerate time to market
3. Increase Productivity
4. Improve Quality
VersionOne/AgileAlliance Survey, August 2006
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Agile Benefits
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Paradigm Shift
Flexible
Fixed___
Traditional
CostDate
Features
Agile
CostDate
Features
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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 toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
http://agilemanifesto.org/
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Agile Fundamentals:Working Software = Customer Satisfaction
• Working software is the primary measure of progress
• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
Q: When you go to a car dealership to buy a car, does the dealer:
1. Show you a blueprint of the car?
2. Put you in the make and model of the car so that you can take it for a test drive?
Q: When you need a CRM system for your business, does IT:
1. Show you a set of wireframes representing the software?
2. Develop some functionality so you can try it out?
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Agile Fundamentals:Adaptability & Change Are Welcome
• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage – ‘Plans are useless..., planning is indispensable” - Eisenhower• The plan is only a point estimate - a moment in time
• Planning is the ongoing response to a changing reality
–Recognize that changing user needs, market conditions and regulations will necessitate changes to the ‘plan’–While there is a legitimate reason for changes in scope, the
notion of ‘scope creep’ has little meaning in this model
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Agile Fundamentals:Sustainable Development
– Prevents the ‘student syndrome’ on projects
– Sustainable, even pace of work allows for more accurate extrapolation of timeline and budget, higher product quality
– Team is not consistently working in a state of emergency or burnout: Duration
Hrs
/wee
k
40
Effort/hrs80
start end
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
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Agile Fundamentals:Go See for Yourself
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
– Do not depend on what you see:• On a computer screen
• In an e-mail
• On an MS Gantt Chart
– Crucial conversations are best had face-to-face. Messages only realize:• 7% of their impact via the actual words
• 38% of their impact from vocal inflection
• 55% of their impact from body language
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Agile Fundamentals:Self Organizing Teams
• The best architectures, requirements, and designs emerge from Self-Organizing Teams
– The technical team knows ‘how’ to get the job done based upon technical expertise
– The team knows best how to organize itself to accomplish the work
– The team obtains the ‘what’ from the customer/sponsor
"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.“ – General George S. Patton Jr.
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Agile Fundamentals:Collaboration is Key
• Business people and developers must work together daily throughout the project
– “Throw it over the wall” is not a management option
– Continuous customer collaboration ensures the product development is on track and stays on track
– Daily stand-ups with the Product Owner (or the P.O.s proxy) will elevate project issues immediately and allow for timely adjustments of the deliverables
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Process Overview
Scrum Alliance 2008
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Process Overview
Scrum Alliance 2008
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Scrum Terms
• Daily Scrum
• Sprint
• Product Backlog
• Sprint Backlog
• Velocity
• Product Owner
• Scrum Master
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Forming the Agile Team
• Customer Unit
• Product Manager
• Customer
• Business Analyst
• Marketing
• Executives
• More....
• Developer Unit
• Developer
• Business Analyst
• QA
• DBA
• Project Manager
• Creative/Design
• IT/IS
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Rock Band Analogy
#1 The Team is the rock band – people pay to attend concerts to see and listen to the band.#2 The Product Owner(s) are the fans – those who pay to attend concerts, pay for the music and therefore ultimately determine what music is popular and what music the band plays.#3 The Scrum-Master is the bouncer/manager – they protect the band from over enthusiastic fans, make sure no harm comes to them, book the gigs and make sure the band shows up on time
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Product Owner Role
• Identify markets and customers
• Define products
• Establish the Product Vision and Roadmap
• Drive and quantify business value
• Prioritize and manage the product backlog
• Create user stories
• Be prepared with details at the appropriate time
• Set clear expectations for acceptance
• Convince Customers to buy and Executives to invest
• COMMUNICATE
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Product Backlog
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• Start as a team, finish as a team• Appropriate team size• Empowerment• Decision making pushed down to lowest level
• Come together• Do you have the space for co-location?• Are you available for daily collaboration?
• Open and Honest Communication• Inspect and Adapt
Team Best Practices
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Communication
• Forums for communication
• Daily Standup/Scrum
• Iteration Planning
• Iteration Review/Demo
• Retrospectives
• Taskboards
• Burndown Charts
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• Find a coach on your team or mentor outside• Start with a project that will span at least 3 or 4
sprints• Pick people who will give it a fair trial (skeptics
okay)• Support it. Listen to what team and data tell
you• Have that team coach the next
How to get started with agile ?
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Things to Remember
• Establish a cadence
• Focus on practices that add value - eliminate waste whenever possible
• Communication - transparent and on the main path
• Patience - don’t expect perfection
• Inspect and adapt always!
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DavisBase Offerings
• Agile for Product Owners• Agile for Executives• Agile Boot Camp• Agile Project Management• Agile Requirements• Agile Essentials• Transitioning from Waterfall to Agile• ...Coaching Services
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Thank You!
• Bryan Tew
• DavisBase Consulting
• (801) 494-1072