3 Agile Manifesto – Values and Principles We are uncovering better ways of developing software by doing it and helping others do it.“Individuals and interactions over process and tools”“Working software over comprehensive documentation”“Customer collaboration over contract negotiation”“Responding to change over following a plan”ValuesScrum?Kanban?XP??“Build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done.“Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.”“Business people and developers must work together daily throughout the project.”“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”Principles“The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.”“Working software is the primary measure of progress.”“Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”Agile is really more of a philosophy or culture than it is a methodology. You won’t find “Scrum” or anything like it in the Manifesto. Only values, principles, and beliefs.“Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.”“Simplicity -- the art of maximizing the amount of work not done – is essential.”“Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”“Continuous attention to technical excellence and good design enhances agility.”“The best architectures, requirements, and designs emerge from self-organizing teams”
4 Agile Techniques Come From the Agile Community Agile ManifestoAgile CommunityAgile ToolkitScrumUser storiesContinuous IntegrationTDDUnit testingKanbanXPSAFeEnterprise AgilityEtc.All of the Agile practices, methods, technologies, come from the Agile Community. The Agile Community follows the principles and values of the Agile Manifesto.Not everything that has been labeled as “Agile” actually is Agile. Sometimes it takes a while to realize it. If something doesn’t feel Agile, hold it up to the Agile Manifesto to see if it measures up.For instance, burning down by hours has nothing to do with measuring working software, but burning up by story points of done stories does.Agile – an adjective that describes anything that supports the values and principles of the Agile Manifesto.
6 Change Requires Sustained Effort Until New Level ComplacencyInertiaResistanceImpediments4 – IdealAgile MaturityBeing held regularly and on their way to stage 2.Not being held.Positively adapted to the needs of the teamDaily, short, effective. Runs well even without somebody officially responsible for the meeting. Team does an on-the-spot analysis of progress towards shippability and takes corrective action if needed.80% daily participation from the team, main meeting is less than 20 minutes, real impediments regularly raised, focus is on the team’s stories, team wants to be there.3 – AgileYou2 – Sustainable1 – In transition0 – ImpededStandups
7 Example Current State 50 Indicators 1 2 3 4 Organizational Support 123450 IndicatorsOrganizational SupportTeam DynamicsTeam StructureSet reasonable goals for progress as well as an expected timeline. It will likely take longer than expected, but as progress is made or not made, having goals and a timeline are useful for helping to structure the conversations around progress and what needs to be done.ProductPer TeamProcess MechanicsEngineering Practices
8 Agile Maturity Matrix Tool The Maturity Matrix is useful forUnderstanding your current stateDescribing where you want to beTracking progress towards goalsOrganizationallyTeam-by-team
11 Check Your Allocation Levels Try to keep allocation levels above 70%
12 Long Standing Teams are More Effective Team effectivenessLong Standing Teams are More EffectiveIf teams are forming around projects and projects are constantly being started and new teams formed every 6-12 months, people will never get to the performing stage and you will actually be severely hurting the potential performance of your people.Jerking people around from team to team has the same effect because they are effectively on a different team each time you re-assign them.People are not like blade servers.Combine not having real teams with the Tuckman theory and you’ve got a severe impact on potential performance.FormingStormingNormingPerformingModel created byBruce Tuckman in 1965
13 It’s Dead Jim “We’re doing Scrum!” 1234Organizational Support“We’re doing Scrum!”Team DynamicsTeam StructureProductSet reasonable goals for progress as well as an expected timeline. It will likely take longer than expected, but as progress is made or not made, having goals and a timeline are useful for helping to structure the conversations around progress and what needs to be done.Translation: “we require developers to go to a one hour standup meeting every day”Process MechanicsEngineering Practices
15 Is the Patient Alive? Dead? Is there a Patient? I worked on #5316 yesterday and I’ll be in meetings all day today, no impedimentsI was working on the id module again yesterday. I think it is almost done and I’ll finish it today, no impediments.Etc, etc, etc, etc, …I was in a meeting for the web team yesterday and also caught up on some code reviews for people. Today I have to catch up on my , no impediments.Ok everybody, good standup, see you tomorrow!
17 Card Wall & Measuring Progress 109876543211520Story PointsDaysReady to accepttodoimplementingtestingdoneSeller wants to remove an ad5Seller wants to show an ad5Traveller wants to delete a booking1Traveller wants to register with the system3Way too much work started compared to other columnsTraveller wants to a hotel booking2Traveller wants to see their upcoming trips2Traveller wants to enter a booking3Traveller wants to a car booking2Admin wants a report of site-wide activity5Traveller wants to copy a booking2Traveller wants to edit a booking2
18 Card Wall & Measuring Progress 109876543211520Story PointsDaysReady to accepttodoimplementingtestingdoneSeller wants to remove an ad5Seller wants to show an ad5Traveller wants to edit a booking2Traveller wants to register with the system3Looking good!Traveller wants to a hotel booking2Traveller wants to see their upcoming trips2Traveller wants to delete a booking1Traveller wants to enter a booking3Traveller wants to a car booking2Admin wants a report of site-wide activity5Traveller wants to copy a booking2
19 Card Wall & Measuring Progress 109876543211520Story PointsDaysReady to accepttodoimplementingtestingdoneSeller wants to remove an ad5Seller wants to show an ad5Admin wants a report of site-wide activity5Traveller wants to edit a booking2Traveller wants to delete a booking1Traveller wants to register with the system3Insufficient progressTraveller wants to a hotel booking2Traveller wants to see their upcoming trips2Traveller wants to enter a booking3Traveller wants to a car booking2Traveller wants to copy a booking2
21 Four Pillars of Trust: ABCD Ability, CompetenceHave the necessary skills.Believable, SinceritySpeak and act with integrityThink things throughSay what you mean and mean what you say.Care, collaborativeWorks well with othersInterested, sharing, connected, helpingDependability, reliabilityKeep promisesAct responsiblyManage workloadFrom “Trust Works” and “Thin Book of Trust”
22 Taking the Collective Pulse MethodsRock-scissors-paper Fist of FiveSecret ballotStandup questionsHow is your morale?How confident are you that we will have all of our stories shippable according to our definition of done at the end of the iteration?Retrospective questionsHow would you rate the performance of our team?What is your level of trust in the team?ICAGILELO: 1.2.2Rock scissors paper as in shake fist once, twice, three times and show your number. Kind of the same idea as simultaneous reveal on planning poker.
23 Level across whole team %75-51 %50-26 %25-0 %othersAbilitymeothersBelievabilitymeothersCollaborationmeothersDependabilityme
25 Agile Feedback Loop Iteration Review Do the planned work New Backlog ItemsIteration PlanningAgile welcomes changes. After the iteration review *WE MAY HAVE TO UPDATE THE BACKLOG AND CHANGE THE PLAN!!*In traditional development we would call potential changes “scope creep.” But wait, if we discover new value, why would we want to call that a bad thing? Yes, it is tricky to change the plan, but without change, you don’t get the full value of Agile.Shippable Software
26 One Person Acts as Gateway to the Team Team Backlog OwnerGATEWAYPRODUCTBACKLOGITERATION BACKLOGTEAMOne Person Acts as Gateway to the TeamAttending all iteration planning meetingsHaving at least two iterations worth of ready storiesStories prioritized for the iteration being plannedAttending all iteration reviewsAnswering all questions regarding the iteration backlogImmediately most of the timeA few hours delay once in a while
28 Example Schedule Total: 6:30 / 2 weeks (avg 3:15 / week) Iteration Planning (1 hr)Standup (15 min)Uninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workUninterrupted workScrum actually takes up very little time. This schedule is to help illustrate this. Whatever is happening in the “uninterrupted work” other than uninterrupted work should be considered a potential impediment. One of the main points of following Scrum is to focus most of the team’s time on valuable work.Backlog Grooming (1 hr)Iteration Review (1 hr)Retrospective (1 hr)Total: 6:30 / 2 weeks (avg 3:15 / week)
30 Regular CheckupsMake sure that somebody is responsible for monitoring the Agile vital signsCheck on a regular basisWhen there is a problem, take prompt action
31 Agile Vital Signs Summary Iteration planningThe product owner is presentThe meeting is no longer than 2 hoursThere is very little discussion of “how”The iteration plan takes into account new information learned in the previous iterationStandupThe main meeting is no longer than 20 minutesThe team re-affirms that work planned for the iteration will meet definition of done within the iterationIt is clear to even a casual observer how things stand by the end of the meetingIteration reviewIt is clear that all planned stories are done and shippableRetrospectiveIt is shown that at least 1 action item from a previous retrospective has been accomplishedThe meeting is at least 30 minutes long and can be extended if there is a desire by the team to do soIn generalMorale is highAll stakeholders are satisfied with the team
32 www.egagile.com Damon Poole firstname.lastname@example.org @EliassenAgileFacebook.com/Eliassen GroupLinkedIn.com/Eliassen Group8432
34 Synerzip in a NutshellSoftware product development partner for small/mid-sized technology companiesExclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phaseBy definition, all Synerzip work is the IP of its respective clientsDeep experience in full SDLC – design, dev, QA/testing, deploymentDedicated team of high caliber software professionals for each clientSeamlessly extends client’s local team, offering full transparencyStable teams with very low turn-overNOT just “staff augmentation”, but provide full mgmt supportActually reduces risk of development/deliveryExperienced team - uses appropriate level of engineering disciplinePractices Agile development – responsive, yet disciplinedReduces cost – dual-shore team, 50% cost advantageOffers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option3434