Balancing the Crusty and Old with the Shiny and New

Transcription

1 K2 Keynote 10/15/ :00AM Balancing the Crusty and Old with the Shiny and New Presented by: Bob Galen Velocity Partners Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL

2 Bob Galen Velocity Partners An agile methodologist, practitioner, and coach based in Cary, NC, Bob Galen helps guide companies in their adoption of Scrum and other agile methodologies and practices. Bob is a principal agile evangelist at Velocity Partners, a leading agile nearshore development partner; president of RGCG; and frequent speaker on software development, project management, software testing, and team leadership at conferences and professional groups. He is a Certified Scrum Coach, Certified Scrum Product Owner, and an active member of the Agile and Scrum Alliances. In 2013 Bob published Scrum Product Ownership Balancing Value from the Inside Out. Reach him at bob@rgalen.com.

3 Balancing the Crusty and Old with the Shiny and New Bob Galen President & Principal Consultant RGCG, LLC A Tale of Crusty & Old

4 A Tale of Shiny & New... 3 Ultimately You must decide the Balance 4 2

5 Balance from Gatekeeper Curiosity Argue, Stop, Block, Impede Over my cold dead hands It s my call and I say it s not ready This may take awhile Ask about Goals Ask about confidence & readiness Ask about the Customer Focused toward team & value-based decisions 5 Balance from Testing Coverage Risk-Based Testing We are 79.5% complete We need 2 days, 3 hours, and 32 minutes to complete our testing We must execute all tests Feedback over coverage Targeted testing based on changes Exploration & Discovery Customer Engagement & Exposure Adjust! 6 3

6 Balance from Following the Plan Learn, Adapt, Realign Big plans, that are not read Big strategies that don t adapt The goal becomes completing the Plan But, we followed the plan Creating a shared strategy Inspect & Adapt Plans are nothing; Planning is everything The goal is customer delight 7 Balance from Follower Lead by Example Product, Project Management, or Development leads Everyone along for the ride; keep your head down Stay out of critical path Creating a vision of the Customer Courage to tell Truth Hold the whole team accountable Pull vs. Push 8 4

7 Balance from Defend Your Turf Team-based Results Defend your actions Explain your intent Identify risks Explain strategies; the Why And the Why Not Collaborative strategies Business engaged with trade-offs Holistic risk management Show me the Money - DEMO 9 Balance from Short Term Long Term Deliver the release 1-shot at delivery Time drives everything Little refactoring Minimal bug fixing Deliver a stream of value Iterative delivery Adapt, pivot and re-deliver Customer feedback Good Enough Robust refactoring 10 5

8 Balance from Deliver the Ask Deliver the Need Follow the Use Cases Even if your spider sense is tingling, deliver what was asked Validate the Requirements Creating a sense of the Customer for your team Helping craft Persona s Delivering working code Validate with the Customer Building the right thing 11 Balance from Test Team Cross-functional Team Status, metrics Team meetings Grouse amongst yourselves Silo mentality Done as a function, then hand-off Plan, estimate, execute as a team Whole team view; developers test and testers design Throughput is the ultimate measure 12 6

9 Balance from Single-tier Automation Multi-tier Automation Test team focused UI-centric; Capture Playback Singular tool Brittle UI maintenance heavy Whole team focused Ongoing integration Multiple, specialized tools Unit, UI, Component/API Finer grained work Open source frameworks 13 Balance from Trust, but Verify Them and us Testers: developers can t test their own code Developers: testers don t know how to test my code Trust, Accountability, Try and Fail Trust team members to do their jobs until they don t Mistakes happen Fail forward as a team Reflect on continuous improvement 14 7

10 Balance from Leading by Telling Leading by Letting Go Command & control Hierarchy Titles & roles Job descriptions Leadership held accountability Vision & Mission Networks & Tribes Self-directed teams Roles, but Shared accountability 15 Parting Shots 16 8

11 Shiny is a moving target Shiny and new isn t always right Context matters Historical lessons, approaches, tactics, tools, approaches still work Experience matters Shiny fades giving way to the next shiny & new 17 Crusty is simply stuck Just because you ve always been crusty Your context changes continuously Technology changes Business changes Generations change Stuck doesn t work, you need to inspect & adapt 18 9

12 Imperative - You must decide how to Balance/ Bridge between the two 19 Can t do this without mentioning Yoda! The monkey is on your back I know it s unfair I know it s a burden I know it s incredibly hard to balance effectively But BE the Change Look BACK to look FORWARD 20 10

13 Introduction Bob Galen Independent Agile Coach (CSC) at RGCG, LLC Principle Agile Evangelist at Velocity Partners Somewhere north of 30 years overall experience Wide variety of technical stacks and business domains Developer first, then Project Management / Leadership, then Testing Senior/Executive software development leadership for 20 years Practicing formal agility since 2000 XP, Lean, Scrum, and Kanban experience From Cary, North Carolina Connect w/ me via LinkedIn and Bias Disclaimer: Agile is THE BEST Methodology for Software Development However, NOT a Silver Bullet! 21 Contact Info Bob Galen Principal Consultant, RGalen Consulting Group, L.L.C. Experience-driven agile focused training, coaching & consulting Cell: (919) bob@rgalen.com bgalen@velocitypartners.net Blogs Project Times - BA Times - Podcast on all things agile