why we do agile
DESCRIPTION
Presentation given at goudengids.be on May 13, 2014 to kick off the implementation of Scrum in all the delivery teamsTRANSCRIPT
WHY WE DO AGILE
1. OUR REALITY2. AGILE AND
AGILE HABITS3. SCRUM
OUR DAY-TO-DAY REALITY
WE FACE A LOT OF CHANGES REQUIREMEN
TSNEEDS
PRIORITIES
TECHNOLOGY
FASHION
THREE THINGS WE WISHED TO BE TRUECUSTOMERS KNOW WHAT THEY WANTSDEVELOPERS KNOW HOW TO BUILD ITNOTHING CHANGES ALONG THE WAY
THREE THINGS WE HAVE TO LIVE WITHCUSTOMERS
DISCOVER WHAT THEY WANTSDEVELOPERS DISCOVER HOW TO BUILD ITA LOT CHANGES ALONG THE WAY
TRADITIONAL APPROACHES DO NOT WORK
THE WATERFALL MODEL
COST OF CHANGE IN TRADITIONAL APPROACHES
WHERE TRADITIONAL METHODS SPEND EFFORT
TRADITIONAL APPROACHES ASK THE WRONG QUESTIONS
TRADITIONAL APPROACHES PUT ALL RISKS AT THE END
TRADITIONAL APPROACHES FAIL MORE OFTEN
TRADITIONAL APPROACHES LEAD TO BAD QUALITY
TRADITIONAL APPROACHES LEAD TO SMALLER ROI
THEN, HOW CAN WE BE SUCCESFUL?
1SUPPORT
FROM EXECUTIVE
MANAGEMENT
2INVOLVE USERS
3OPTIMIZE PROJECTS
4SKILLED
RESOURCES
5PROJECT
MANAGEMENT EXPERTISE
6USE AGILE
PROCESSES
SO, AGILE IS THE SOLUTION ?
AGILE ISAgile is the choice to work with simple, iterative processes, that emphasize creativity and collaboration
AGILE ISAgile is changing your habits and your state-of-mind
THE AGILE MIND-SHIFT
INDIVIDUALS AND INTERACTIONOVER PROCESSEN EN TOOLS
WORKING SOFTWAREOVER COMPREHENSIVE
DOCUMENTATION
CUSTOMER COLLABORATIONOVER CONTRACT NEGOTIATIONS
RESPONDING TO CHANGEOVER FOLLOWING A PLAN
THE 12 AGILE HABITS
1SATISFY THE CUSTOMER
2COMMUNICATE FACE-TO-FACE
3WELCOME CHANGE
4DELIVER
FREQUENTLY
5WORK AS A
TEAM
6MOTIVATE
EACH OTHER
7MAINTAIN A
STEADY PACE
8EXCEL IN QUALITY
9KEEP IT SIMPLE
10EVOLVE DESIGN
11REFLECT OFTEN
12MEASURE
RESULTS WITH WORKING PRODUCTS
HOW SCRUM WORKS
SCRUM IS A PROJECT MANAGEMENT FRAMEWORK
NOT A METHODOLOGY
TEAM AS A UNIT
SELF-ORGANIZED TEAMS
BUSINESS SETS PRIORITIES
AND ACCEPTS RESULTS
EVERYONE CAN SEE REAL WORKING PRODUCTS
PIGS AND CHICKENS
THE SCRUM FRAMEWORK
4 ROLES4 CEREMONIES4 ARTIFACTS
THE TEAM
THE TEAM
Define tasks Estimate effort Develop product Ensure quality Evolve process
SCRUM MASTER
Remove impediments
Prevent interruptions
Facilitate the team
Support the process
Manage management
SCRUM MASTER
PRODUCT OWNER
PRODUCT OWNER Define features
(according to vision)
Prioritize features (according to ROI)
Pick release dates Give feedback Manage
stakeholders Accept or reject
results
STAKEHOLDERS
Interested in the outcome
Add items to the backlog(through product owner)
Everyone that’s not ‘on the team’
Contribute to the project (through product owner and sprint planning activities)
STAKEHOLDERS
SCRUM CERE-MONIE
S
SPRINT PLANNING
andproduct owner
The team sets the sprint goal
Selects sprint backlog
Defines tasks And discusses
design Negotiation
between team and product owner
SPRINT PLANNING
DAILY SCRUM
DAILY SCRUM What did you achieve
yesterday? What will you achieve today? What is in your
way? Everybody is
welcome, only pigs can speak
SPRINT DEMO
Tell the sprint story
Let the stakeholders accept your product
Show that you have reached your goal
SPRINT DEMO
RETROSPECTIVE
The team tells what they will keep
doing they will start
doing they will stop
doing they will do less
of they will do more
of
RETROSPECTIVE
SCRUM ARTI-FACTS
PRODUCT BACKLOG
PRODUCT BACKLOG
Tool of the product owner
Business vision Deliverables,
stories and functionalities
Prioritized and estimated
Anyone can contribute
Continuously changed
SPRINT BACKLOG
Tool of the team Selected product
backlog items Stories split into
tasks Sprint plan and
goal Equals one
product increment Never changed
during sprints
SPRINT BACKLOG
BURNDOWN CHART
BURNDOWN CHART Tool of the team Work left to do vs
time Tracks progress
and predicts completion
Actual work line vs Ideal work line
Updated every day
SCRUM BOARD
Tool of the team Status of the sprint Tracks progress Only tasks are
moved Visual
management Updated
continuously
SCRUM BOARD
SCRUM PROCE
SS
PRODUCT BACKLOG AS PLANNING TOOL
As a <user> I want <goal/desire>,(so that <benefit>)
As a librarian I want to be able to search for books by publication year
VALUE DRIVENUSER STORIES
PROSAND
CONS
Tested, working features Simple process Clearly defined rules Increased productivity Very adaptive process The team is responsible Improved communication Focus on products
PROS OF SCRUM
Need of skilled staff Scalability Involves a lot of trust Can lead to quick and dirty
approach Product owner is the critical role Product-orientation
CONS OF SCRUM
More Fun, Happy Teams