VI STARTER MED AT MINGLE!men med regler:

Gå igang med det samme!(må gerne smide overtøjet først) Find eller dan en gruppe og snak med om hvad I kender til agile Hvis gruppen bliver flere end 4 personer, så split gruppen i to

3 AGILE METODER, ÉN AFTENCafémøde hos BestBrains, 24. februar 2015af Nino Stokbro Ag

PROGRAM; TOUR DE FORCEDet agile manifesto eXtreme Programming Scrum Framework Kanban Software Development

Spørg endelig undervejs!

AGILE MANIFESTO4 VÆRDISÆTNINGER

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

AGILE MANIFESTO 12 PRINCIPPER1. Our highest priority is to satisfy the customer

through early and continuous deliveryof valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

6 AGILE KENDETEGN EMPERICAL PROCESS CONTROLcontrolling unpredictable systems through the ideas of transparency, inspection and adaptation

6 AGILE KENDETEGN ITERATIVE & INCREMENTALmany small iterations of identical steps, each increment build in top of the previous

6 AGILE KENDETEGN SELF-ORGANISATIONlet go of top-down control and let the capabilities of the team trive

6 AGILE KENDETEGN PULL! - DON’T PUSHstop optimizing each link, optimize the chain instead

6 AGILE KENDETEGN STOP STARTING & START FINISHINGwork in progress have no or negative value

6 AGILE KENDETEGN CONTINUOUS IMPROVEMENTconstant focus on small improvements drives progress

EXTREME PROGRAMMINGGood old development practices put to the extreme

EXTREME PROGRAMMINGBasic Principles: ‣ Rapid feedback ‣ Assume simplicity ‣ Incremental change ‣ Embracing change ‣ Quality work

Less central principles: ‣ Teach learning ‣ Small initial investment ‣ Play to win ‣ Open, honest communication ‣ Accepted responsibility ‣ Local adaptation

Practices: ‣ User Stories ‣ The Planning Game ‣ Whole Team ‣ On-site customer ‣ Acceptance Tests ‣ Small Releases ‣ Continuous Integration

‣ Collective Ownership ‣ Coding Standard ‣ Metaphor ‣ Sustainable Pace ‣ Pair Programming ‣ Test Driven Development ‣ Refactoring ‣ Simple Design

Rules

Planning ‣ User stories are written. ‣ Release planning creates the release schedule. ‣ Make frequent small releases. ‣ The project is divided into iterations. ‣ Iteration planning starts each iteration.

Managing ‣ Give the team a dedicated open work space. ‣ Set a sustainable pace. ‣ A stand up meeting starts each day. ‣ The Project Velocity is measured. ‣ Move people around. ‣ Fix XP when it breaks.

Designing ‣ Simplicity. ‣ Choose a system metaphor. ‣ Use CRC cards for design sessions. ‣ Create spike solutions to reduce risk. ‣ No functionality is added early. ‣ Refactor whenever and wherever possible.

Coding ‣ The customer is always available. ‣ Code must be written to agreed standards. ‣ Code the unit test first. ‣ All production code is pair programmed. ‣ Only one pair integrates code at a time. ‣ Integrate often. ‣ Set up a dedicated integration computer. ‣ Use collective ownership.

Testing ‣ All code must have unit tests. ‣ All code must pass all unit tests before it can be released. ‣ When a bug is found tests are created. ‣ Acceptance tests are run often and the score is published.

EXTREME PROGRAMMING

15 MIN PAUSESnak i pausen om: - hvordan relaterer det sig til din hverdag? - giver det mening i forhold til din kontekst?

SCRUM FRAMEWORK“Scrum is an Agile framework for completing complex projects” - scrumalliance.org

SCRUM FRAMEWORKDEVELOPMENT CYCLE

Scrum roles: ‣ Product Owner ‣ Scrum Master ‣ Development Team

Scrum artifacts: ‣ Product Backlog ‣ Sprint Backlog ‣ Product Increment ‣ Definition of Done

Scrum activities: ‣ Backlog Refinement ‣ Sprint Planning I & II ‣ Daily Scrum ‣ Sprint Review ‣ Sprint Retrospective

Scrum values: ‣ Focus ‣ Courage ‣ Openness ‣ Commitment ‣ Respect

Emphasis on Process

Linear Process Style

Focus on Upfront Planning

Comprehensive Documentation

Centralized Managed Organisation

Command and Control Management Style

Plan Conformity is the Primary Succes Criteria

Customer Involvement in Project Start and Finish

Return of Investment upon Project Completion

Process Centric Quality Assurance

Emphasis on People

Iterative Process Style

Limiting Upfront Planning

Only Required Documentation

Decentralized Self-Organisation

Servant Leadership Management Style

Business Value is the Primary Succes Criteria

Customer Involvement Throughout Project

Return of Investment Early and Throughout

Customer Centric Quality Assurance

SCRUM TRADITIONAL⬌

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KANBAN SOFTWARE DEVELOPMENTSlow down to speed up

KANBAN SYSTEMS (KAN = VISUAL, BAN = CARD)IMPERIAL GARDEN IN TOKYO

KANBAN SOFTWARE DEVELOPMENTINSPIRED BY LEAN THINKING

Kanban core practices: ‣ Visualize the workflow ‣ Limit work in process (WIP) ‣ Make process policies explicit ‣ Manage flow ‣ Improve collaboratively

Lean Thinking principles: ‣ Identify Customers and Specify Value ‣ Identify and Map the Value Stream ‣ Create Flow by Eliminating Waste ‣ Respond to Customer Pull ‣ Pursue Perfection

No prescribed roles

Continuous Delivery

Work is ‘pulled’ through the system(single piece flow)

Changes can be made at any time

Important measures Lead time & Cycle time

Can work in operational environments with a high degree of variability in priority

Pre-defined roles of Scrum master, Product owner and team member

Timeboxed sprints

Work is ‘pushed’ through the system in batches(the sprint backlog)

No changes allowed mid-sprint

Important measure Velocity

Requires situations where work can be prioritized in batches that can be left alone

SCRUM KANBAN⬌

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SOFTWARE ENGINEERINGGlem ikke at træne de gode professionel software teknikker

TAK, OG FORTSAT GOD AFTENOg husk evalueringer, tak.