No Bull Agile. Marc J. Balcer September 2017

Transcription

1 No Bull Agile Marc J. Balcer September 2017

2 Origins of Agile Outrageous Agile No Bull Agile

3 I notice he doesn t capitalize agile What s your most outrageous experience with an agile project?

4 Outrageous Agile ( Agile Bull ) New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

5 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

6 Once upon a time

7 Agile Manifesto We are uncovering better ways of developing software. Through this work we have come to value: Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

8 The dirty little secret of the Agile Alliance

9 1998: A Tale of Two Leasing Projects Consumer Auto Finance Followed PMI principles Planned as Lotus Notes system to be delivered in months of business analysis 6 months of software design 13 months of development and testing Died a slow, horrible death

10 1998: A Tale of Two Leasing Projects Consumer Auto Finance Followed PMI principles Planned as Lotus Notes system to be delivered in months of business analysis 6 months of software design 13 months of development and testing Died a slow, horrible death Construction Equipment Finance What s PMI? In 60 days can you build a web app for dealers to enter credit apps? You re nuts! Each deployment changes our vision What do you need next? Deployed and still running today

11 1998: A Tale of Two Leasing Projects Consumer Auto Finance Followed PMI principles See! This proves that Planned as Lotus Notes system waterfall is to be delivered in 2000 EVIL!!!! 9 months of business analysis 6 months of software design 13 months of development and testing Died a slow, horrible death Construction Equipment Finance What s PMI? In 60 days can you build a web app for dealers to enter credit apps? You re nuts! What do you need next? Each deployment changes our vision Deployed and running today (the rabid agilist)

12 The Poor Maligned Waterfall Requirements Know what the customer wants Design Figure out how to build it Implementation Build it Testing Compare as built to the requirements Maintenance Deliver it and keep it going

13 The Poor Maligned Waterfall Requirements Design Implementation Can you build without knowing the needs or having a design scheme? Testing Can you deliver an untested product? Maintenance

14 The Poor Maligned Waterfall Requirements Design It s not the waterfall. It s the size of the blocks. Implementation Can you build without knowing the needs or having a design scheme? Testing Can you deliver an untested product? Maintenance

15 Size of the blocks? On October 25, 2019 Sam will be coding the online loan payment page. This week Sam will be adding fields to the credit application Really??? Reliable

16 The Real Difference When people say Waterfall vs. Agile they really mean Predictive vs. Adaptive

17 The Real Difference Predictive When I know everything up front I can plan every step I measure progress as tasks completed against that project plan but Changes mess up that plan and are to be avoided at all cost Adaptive I m not going to know everything up front Short term, I m pretty certain Further out, I ll stay looser (so I can respond to the business) I measure progress by delivered business value and Change happens ( Now that I am doing this, )

18 Perspectives on Analysis Predictive I need to gather every requirement I need to write all the use cases I need to know all the ways things can be different or go wrong and then I have to put it all into a big, comprehensive requirements document Adaptive What s the simplest thing that can possibly work? (the minimum viable product ) If we don t do it now we can always add it later as needed and then Let s start doing real work and, with the customer, evaluate as we go

19 Agile Manifesto We are uncovering better ways of developing software. Through this work we have come to value: Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

20 Agile Manifesto We are uncovering better ways of developing software. Through this work we have come to value: Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

21 Outrageous Agile

22 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

23 It s just new words Old Way Requirement Agile Way User Story Use Case Big User Story (or is a user story a little use case?) Requirements Document Waterfall Phases Backlog (of user stories) Lots of little waterfalls

24 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

25 The Rabid Agilist In the Agile Methodology there is only ONE TRUE WAY!

26 The Agile Methodology

27 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

28 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

29 Waterfall in the Extreme Requirements Design Implementation Testing Maintenance

30 Concurrent Activities Requirements sprint Design Design Design Design Design Design Design Impl Impl Impl Impl Impl Impl Impl Test Test Test Test Test Test Test Delivery and Maintenance

31 Not mini-waterfalls Requirements sprint D D D D D D D I I I I I I I T T T T T T T Delivery and Maintenance

32 Not mini-waterfalls Requirements Iteration Planning Team produces automated unit tests for code functions Design Implementation Customer & Product Owner see the new features and running tests Demo Retrospective but the (automated) tests for the UI features aren t done until later Testing Delivery

33 Concurrent Activities Requirements sprint Design Design Design Design Design Design Design Impl Impl Impl Impl Impl Impl Impl Test Test Test Test Test Test Test Delivery and Maintenance

34 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

35 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

36 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

37 User Stories A short, simple description of a feature written from the perspective of the user who will make use of the feature. An employee can report a personal car expense by specifying a date and miles driven. A manager must identify the specific expense items that led to rejecting the expense report.

38 Agile Manifesto We are uncovering better ways of developing software. Through this work we have come to value: Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

39 User Stories Card Keep it short Conversation Enough to get the team to understand and agree to the need Confirmation Know when you are done An employee can report a personal car expense by specifying a date and miles driven. A manager must identify the specific expense items that led to rejecting the expense report. Ron Jeffries, Essential XP: Card, Conversation, Confirmation

40 Agile Manifesto We are uncovering better ways of developing What?! software. Through this work we have come to value: No big Individuals and Interactions over requirements Processes and Tools document? Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

41 Only user stories?! We are uncovering better ways of developing software. Through this work we have come to value: No more use cases, models Individuals and nothing Interactions but little over Processes and Tools user stories! Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan

42 User Stories Card Keep it short As a I want Conversation So that Enough to get the team to understand and There s agree NO to OTHER the WAY! need Confirmation Know when you are done An employee can report a personal car expense by specifying a date and miles driven. Have the option to enter start and end odometer readings for personal car expenses. As an industry, we love syntax wars Gojko Adzic and David Evans. Fifty Quick Ideas to Improve Your User Stories.

43 User Stories Card Keep it short Conversation Enough to get the team to understand and agree to the need Confirmation Know when you are done An employee can report a personal car expense by specifying a date and miles driven. Have the option to enter start and end odometer readings for personal car expenses.

44 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

45 The Backlog The set of user stories that have been identified but not committed and not completed.

46 The Backlog What s been requested (the total set of stories) What s most important to do next (the prioritization) What can be reasonably done in the next sprint (the sprint plan) What s left (the backlog)

47 Agile BRUF* * Big Requirements Up Front Now what about the group that starts their agile project by producing 10,000 stories?

48 Planning Levels trip planning advances exp reporting approvals payments cust billing Roadmap Long-term goals usually specified as broad categories * Some of this vocabulary is specific to Scrum Product Backlog Work yet to be done organized as user stories Sprint Committed current work organized as user stories, scenarios, and tasks

49 Planning Levels trip planning advances exp reporting approvals payments cust billing Roadmap Long-term goals usually specified as broad categories Product Backlog Work yet to be done organized as user stories and other items Sprint Committed current work organized as user stories, scenarios, and tasks

50 Roadmap Direction vs. Story Specifics Roadmap Long-Term Vision Integrate with the trip approval system Issue reimbursements through payroll User Stories Short-Term Objectives Report personal car expenses by specifying a date and miles driven Report personal car expenses by specifying start and end odometer readings Associate gift and meal expenses using a provider s NPI this increment backlog (future)

51 Agile BRUF* * Big Requirements Up Front Now what about the group that starts their agile project by producing 10,000 stories?

52 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

53 User Story Card Principles (the three Cs ) Card Keep it short Conversation Enough to get the team to understand and agree to the need Confirmation Know when you are done Report personal car expenses by specifying a date and miles driven Report personal car expenses by specifying start and end odometer readings

54 Typical Sprint Planning Select the stories to be done Define the tasks needed to complete them Agree upon the acceptance criteria for each story (and the iteration) Tasks! Tasks! Tasks! 17-7

55 Tests No Surprises Report personal car expenses by specifying a date and miles driven Report personal car expenses by specifying start and end odometer readings

56 Who Tests What When? Requirements Product Owner & Customer define requirements in terms of acceptance criteria (the back of the card ) Iteration Planning Team accepts a story only once the acceptance criteria are detailed in specific scenarios ( if it does all this, it s good ) Design Implementation Testing per story Demo Retrospective Delivery

57 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

58 Outrageous Agile New vocabulary, old practices Agile as a Methodology Agile is just lots of little waterfalls All user stories must fit one form Create a big backlog up front No definition of done Coding done but testing incomplete

59 Who Tests What When? Requirements Product Owner & Customer define requirements in terms of acceptance criteria (the back of the card ) Iteration Planning Team accepts a story only once the acceptance criteria are detailed in specific scenarios ( if it does all this, it s good ) Design Team produces automated unit tests for code functions Implementation Testing plus automated tests for UI / customer features Customer & Product Owner see the new features and running tests Demo Retrospective Customer tests the new release ( user acceptance testing ) Delivery

60 No mini-waterfalls Requirements Iteration Planning Team produces automated unit tests for code functions Design Implementation Customer & Product Owner see the new features and running tests Demo Retrospective but the (automated) tests for the UI features aren t done until later Testing Delivery

61 Sprint Includes Testing Requirements Product Owner & Customer define requirements in terms of acceptance criteria (the back of the card ) Iteration Planning Team accepts a story only once the acceptance criteria are detailed in specific scenarios ( if it does all this, it s good ) Design Team produces automated unit tests for code functions Implementation Testing plus automated tests for UI / customer features Customer & Product Owner see the new features and running tests Demo Retrospective Customer tests the new release ( user acceptance testing ) Delivery

62 Outrageous Agile Changing the vocabulary without changing the practices Treating Agile as a Methodology Trying to do everything with one format of user stories Treating the backlog as the whole set of requirements Committing to a story without agreeing to how you know it s done Completing an increment without complete testing

63 No Bull Agile

64 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

65 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

66 Reason over Rigidity Common Cultish Behaviors In the Agile Methodology there is only ONE TRUE WAY! Only document with user stories Change the whole vocabulary Jump straight into iterations Focus only on code Pretend to know the customer best Revert to junior high school

67 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

68 Ceremony Trap, a.k.a. Cargo Cult Agile User story: As a I want to in order to I have to define twohour tasks But shouldn t we first play the paper airplane game? Story Point Planning Poker

69 Content over Ceremonies As a I want So that As an employee I want to report a personal car expense by specifying a date and miles driven. There s NO OTHER WAY! Have the option to enter start and end odometer readings for personal car expenses. As an industry, we love syntax wars Gojko Adzic and David Evans. Fifty Quick Ideas to Improve Your User Stories.

70 User Stories Card Keep it short Conversation Enough to get the team to understand and agree to the need Confirmation Know when you are done As an employee I want to report a personal car expense by specifying a date and miles driven. Have the option to enter start and end odometer readings for personal car expenses.

71 Content over Ceremonies It s not the form of the user story, it s the content of the story. It s not the form of the daily standup, it s that real communication takes place. It s not the form of the demo, it s the information collected from the customer (product owner) It s not the job title or role, it s what each person contributes

72 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

73 Diagrams over Documents No more use cases, models nothing but little user stories!

74 A Un good bon sketch croquis picture s worth better vaut mieux than a qu un long a thousand words. long speech. discours. 1-3

75 A good sketch is picture s worth better than a long a thousand words. speech. 1-3

76 A picture s worth a thousand words. 1-3

77 User Stories are Deltas (not little use cases!) Is this a Completely new capability? Change to existing capability? Does this affect a Multi-actor business process? Single actor activity? Single step (e.g. UI page)?

78 Have an overall model System Process Activity Step Action

79 5-level architecture System Collection of processes that manage, control, or report on some aspect of a business. Process The steps that one or more actors go through in order to achieve some business goal. Activity The work done by a single actor to carry out one step in a business process. Individual units of work performed by a single actor (e.g. a UI screen) Step The basic atomic units of UI behavior (e.g. enter x into a field, click the OK button ) Action 17-3

80 Process Model Process

81 Activity Model Activity

82 System Overview System

83 Diagrams over Documents System Process Activity

84 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

85 Planning Includes Tests Select the stories to be done Define the tasks needed to complete them Agree upon the acceptance criteria for each story (and the iteration) Tasks! Tasks! Tasks! 17-7

86 What s my story? System Process As an employee I want to report my travel expenses in order to get reimbursed. As an employee I want to enter a new expense report in order to start the reimbursement process. Activity Step As an employee I want to report a personal car expense by specifying a date and miles driven. Action 17-4

87 Tests No Surprises Report personal car expenses by specifying a date and miles driven Report personal car expenses by specifying start and end odometer readings

88 Test-Based Burndown Chart

89 No Bull Agile We Favor Reason over Rigidity Content over Ceremonies Diagrams over Documents Tests over Tasks

90 Parting Thoughts Tolerate Incompleteness Change Happens Do the Least to Deliver the Most

91 Thank you Marc J. Balcer Chief Architect Model Compilers LLC

92 Questions?

93 Marc J. Balcer Founder & Chief Architect Model Compilers