Agile Software Delivery

Transcription

1 Agile Software Delivery An Introduction to Delivering Agile Software Projects

2 the waterfall way

3 the waterfall way analysis design build test go live

4 so what s wrong with that? long cycle time users see working software late in the cycle inflexible to changing priorities changes mean going back to start of the cycle leading to higher cost of change defects found late in cycle leading to higher cost to fix assumes all requirements known up front leads to waste

5 seven areas of waste extra/unused features (overproduction). partially developed work not released to production (inventory) intermediate/unused artifacts (extra processing). seeking information (motion). escaped defects not caught by tests/reviews (defects). waiting (including customer waiting). handoffs (transportation). Source: Mary & Tom Poppendieck,

6 the vicious circle lower productivity project failure increased control lower morale increased stress increased documentation

7 the reality of software delivery Requirements change Customers never know exactly what they need Requirements are incomplete People rarely understand requirements from the beginning People make mistakes but it s hard to fix them on the latter stages of development For most, apart from the very smallest systems it is hard to successfully design everything in advance Up front design is too much and very expensive

8 the harsh reality 57% of projects fail due to poor project scoping 35% fail due to buggy software 30% fail due to unattainable business requirements. Forrester Research (2004)

9 what do users want?

10 a typical meeting with users Copyright 2009 Project Success Limited

11 so how does agile help?

12 what is agile?

13 let s start with what isn t agile agile isn t a methodology agile isn t not planning agile isn t not producing documentation agile isn t no control agile isn t developers know best agile isn t testers are a thing of the past

14 the agile manifesto

15 Manifesto for Agile Software Development 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 tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

16 so what is agile? as the manifesto says, it s a set of values supported by a set of good software engineering practices valuing people these values and practices together drive behaviour the aim of agile enablement is to change people s behaviours to improve software delivery

17 What behaviours do we want to see? shared ownership of code and delivery by the team collaborative working openness honesty automation wherever possible eliminating waste delivering value continuous improvement

18 what are the agile practices? short cycle time plan only for the next cycle in detail plan based on value build only what you need just in time analysis close collaboration daily progress reporting high visibility empowered delivery team

19 what are the agile practices? pair programming automated testing test driven development continuous integration refactoring small releases inspect and adapt have fun!

20 how can I manage agile projects?

21 so what is scrum? scrum provides the project management framework servant leader model planning game daily scrum for progress tracking showcase retrospective

22 the scrum cycle prioritise backlog of requirements plan delivery for the cycle build test first, code second demonstrate each user story when built showcase everything built in the cycle inspect and adapt working practices

23 what does it look like?

24 what does a scrum team look like? product owner determines product vision and direction prioritises product backlog accountable for profit & loss to board scrum master ensures correct use of Scrum practices removes impediments team member delivers working software

25 what are the scrum artefacts? user stories describe user interaction with the system product backlog list of user stories to be delivered each story has an estimate prioritised by product owner burn down charts show progress

26 what are user stories? the way requirements are documented a description of user interaction with the system collectively the Product Backlog differing levels of granularity level of detail dependent on priority and proximity must be atomic, testable and demonstrable a reminder to talk

27 example product backlog Backlog item As a guest I want to make a reservation. As a guest, I want to cancel a reservation. As a guest, I want to change the dates of a reservation. As a hotel employee, I can run RevPAR reports (revenue-peravailable-room) Estimate Improve exception handling

28 example user stories epics as a Sales Director, I want an ecommerce platform because I want to be able to sell online themes as a customer I want a shopping basket because I want to be able to buy multiple items at the same time stories as a customer I want to be able to add an item to my shopping basket

29 the importance of the common business metaphor Copyright 2009 Project Success Limited

30 the burn down chart multiple types same format sprint burn down shows progress within current sprint release burn down shows progress across a number of sprints which form a release Budget burn down

31 the burn down chart Release Burn Down Story points Optimistic WLR Expected WLR Pessimistic WLR Actual WLR Sprints

32 so why agile?

33 what are the benefits? rapid feedback and ability to change value focussed improved quality simple code that meets business need production quality code delivered early constantly evolving working practices

34 what are the drawbacks? no place for Technology to hide but no place for anyone to hide

35 so why is this better? constant feedback loop improved quality inspection (test) after every code change simple code that meets business need working code delivered early constantly evolving working practices cost, schedule and quality fixed only scope changes

36 well it s ok for you but it will never work on my project

37 what is scrum being used for? commercial software in house development financial applications ISO 9001 certified applications embedded systems 24x7 systems with % uptime requirements the Joint Strike Fighter

38 it s also being used for video game development FDA approved, life critical systems satellite control software websites handheld software mobile phones network switching applications some of the largest applications in use

39 and it s being used by Microsoft Yahoo Google Lockheed Martin Time Warner Turner Broadcasting Siemens Nokia Capital One BBC

40 how do we become agile?

41 agile enablement read the books but don t rely solely on them talk to people who have done it before engage an agile coach plan the transition as an agile project embrace change not just within Technology

42 any questions?

43 Iain McKenna agile enablement consultant success.co.uk success.co.uk +44 (0)