utah pma quarterly meeting, june, 2009
DESCRIPTION
Bryan Tew presented "Agile for Product People." Bryan Tew is an Agile trainer and coach for DavisBase consulting (http://www.davisbase.org/).TRANSCRIPT
Agile for Product People
Presented by Bryan Tew
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
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
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?
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
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/
Copyright 2009 Davisbase LLC
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?
Copyright 2009 Davisbase LLC15
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.
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
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.
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
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 ?
Copyright 2009 Davisbase LLC
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!
Copyright 2009 Davisbase LLC
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
Copyright 2009 Davisbase LLC
Thank You!
• Bryan Tew
• DavisBase Consulting
• (801) 494-1072