8 th of April 2015 Bucharest, Romania Vlad Gabriel Sorin Agile PM/Scrum Master

Transcription

1 8 th of April 2015 Bucharest, Romania Vlad Gabriel Sorin Agile PM/Scrum Master

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3 1. Introduction 1 min. 2. Waterfall vs Agile 5 min. 3. Agile - General Concepts 5 min. 4. Agile methods: Scrum vs XP vs Lean -20 min. 5. Agile Estimation & Planning 10 min. 6. Top 5 Concepts 1 min. 7. Q & A -5 min.

4 another name for TRADITIONAL APPROACH to software development You complete one phase (e.g. design) before REQUIREMENTS Moving on to the next phase (e.g. development) DESIGN DEVELOPMENT TESTING Setback You rarely aim to re-visit a phase once it s completed. That means, you better get whatever you re doing right the first time! MAINTENANCE

5 PRODUCT User Stories Estimation Priority Backlog

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7 Satisfy customer needs Welcome changing requirements Individual & Interaction vs. Processes & Applications Deliver working software frequently Business people & developers must work together Client Collaboration vs. Contract Negotiation Build projects around motivated individuals Spread information in the team Functional Application vs. Detailed Documentation Open to Changes vs. Following a plan Technical excellence & good design enhances agility Simplicity Self-organizing & cross-functional teams Retrospective & reflection for continuous improvement

8 LESSONS LEARNED RETROSPECTIVE Scrum Master SUPPORT TESTING Product Owner Scrum Team BACKLOG / USER STORIES REQUIREMENTS DESIGN FUNCTIONALITIES PRIORITIZATION SPRINTS Passion Flexibility Technology Motivation Development Testing Integration DEMO Daily scrum Retrospective Planning Lessons Learned DEMO DEVELOPMENT ROADMAP High Client Satisfaction FEEDBACK

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10 The Planning Game Whole Team Acceptance Tests / Def. of Done Small Releases Continuous Integration Collective Ownership Coding Standard Metaphor (naming standards) Sustainable Pace Pair Programming Test Driven Development Refactoring Simple Design - Agile SW dev. vs Agile Project Management methodology - 1 week vs 2 weeks shorter sprints in XP - Change vs No-change during the sprint - Strict vs flexible priority order - Prescribed vs Free to choose engineering practices (e.g. test-driven dev., automated testing, pair programming, simple design, refactoring)

11 Eliminate Waste Build Quality / Integrity in Create Knowledge Defer Commitment / Decide as late as possible Deliver Fast Respect People / Empower the Team Optimize the Whole Identify Waste Value Stream Mapping Set-based development Pull systems & Queuing theory Motivation & Measurement Optimize the Whole

12 Key points Focus on full project s life-cycle: design, development, testing, deployment, support The whole team is involved Continuous for corrections, re-prioritization & decision facilitation Empirical due to uncertainty Relative vs Absolute Story points (release level) vs Hours/Ideal days? (Sprint level) Low accuracy vs Higher accuracy Abstract vs Concrete Methods Asking an expert (Subject Matter Expert) Analogy (other projects, other functionality -> routine) T-Shirt (used for high level req. XS, S, M, L, XL, XXL) Solution: Poker Planning -> using Fibonacci (1, 1, 2, 3, 5, 8, 13,.) Sizing Calculation/Velocity Duration

13 Empirical (more adaptive and less predictive) Iterative & incremental (continuous) Starts from fixed date & costs, changing scope -> establish sprints based on scope & velocity Resource allocation (dedicated vs shared), define & assign tasks, duration estimation Define metrics: Velocity, Find & Fix bugs rates Prioritization is the key Informal (ad-hoc) Formal (e.g. BV/Complexity or BV-Cost, etc.) Methods: Moscow (Must, Should, Could, Would), Kano Analysis Types Strategic Top Management/Company Portfolio Portfolio Manager Product Program Manager Release Product Owner, Team Sprint - Team Day - Team

14 Short sprints: 2 weeks do not change the duration 4-7 sprints / Release Short tasks (4-16h) Maximum allocation 80-90% due to daily routine but also due to other influencing factors Co-located teams with 7-10 persons having cross functional capabilities (design, arch., development, testing, BA) Continuous communication: daily (Scrum), Tech / KT calls, sprint level (planning, review, retro., demo) Keep the team members motivated Main failure reasons: Ignore uncertainty, lack of prioritization, ignore inter-dependent activities, parallel tasks which reduce the productivity, lack of communication both internal and with the client, etc. Benefits Reduce the level of uncertainty Help reaching the decisions High level of trust and motivated teams

15 Continuity / Iteratively Communication Uncertainty Prioritization Ideal recipe: Top Performers + Self-Coordination + Cross-Functional

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