Agile: It Kan Be Done Highly Agile Software Development in a Government Setting

Transcription

1 Agile: It Kan Be Done Highly Agile Software Development in a Government Setting Brian Bouck, Carl Fennen May 22, 2018

2 The Story of the Presentation The problem of legacy development behaviors & processes A brief introduction to Agile and Kanban Finding a coach and developing principles and methods People over Process over Tools How we implemented, and the outcomes we have observed What we learned and where we are going

3 You Do Great Work, and Everyone Comes to You

4 But... Everything is the Highest Priority, and Due Yesterday

5 Time for Change People Process Tools

6 What is Agile? Agile Software Development is a lightweight software engineering framework that promotes iterative development throughout the lifecycle of the project, close collaboration between the development team and business side, constant communication, and tightly-knit teams. Also known as agile development. - Techopedia

7 What is Kanban? Kanban is a method for managing the creation of products with an emphasis on continual delivery while not overburdening the development team. Like Scrum, Kanban is a process designed to help teams work together more effectively. - VersionOne

8 Not a Manifesto - Principles and Preferences People over process over tools Simplicity Deliver value Preference to top right Decide as late as possible Deliver as fast as possible Eliminate waste Obey work in process limits (WIP) Swarm blockers

9 What We Changed PEOPLE - LEADERSHIP Know the way, Lead the change Use Kanban behaviors, habits and processes Encourage adoption through action Align incentives (like personal evaluations) to lean-agile principles and values Decentralize Decision Making Set the mission, communicate strategy, decentralize all other decisions Develop problem solvers Tie Teams to Success, not individuals Develop People Emphasize Learning Encourage Communication Allow people to solve the problems Develop skills and career paths Create Knowledge workers do not be the Knowledge worker

10 What We Changed PEOPLE - TEAM Deliver Value to the Customer Teamwork Simplicity Communication Principles Visualize Work Decide as Late as Possible Deliver as Fast as Possible Empower the Team Amplify All Learning Build Integrity Into Everything Eliminate Waste Obey the WIP Limits Swarm bottlenecks Prefer cards on the right (work closest to delivering value)

11 What We Changed PEOPLE - EVERYONE Change is our business - Continuous Everything Learning is a culture value and is continuous - Permission to Fail Trust starts at the top, and works its way through Continuous Improvement Action Bias Transparency Empathy for the participants Value Focus Self Directed Self Aligned Personal Responsibility Humility

12 What We Changed PROCESS a Complete Rethinking

13 What We Changed PROCESS Managing expectations and increasing velocity Product Owners

14 What We Changed PROCESS Managing expectations and increasing velocity Software Developers

15 What We Changed PROCESS Work and Priorities Convert Customers to Product Owners Product Owners manage the priorities and work definition Issues with priorities settled at the business level No going directly to the developers Work not performed until ready Once work begins, it continues through completion, not moved back

16 What We Changed TOOLS

17 Outcomes Metrics initially went down But they are coming back Why did this occur? Transparency - all work is now visible in process, and one tool

18 Outcomes The business function leads meet regularly and set priorities across the systems Including managing conflict in regards to all priorities

19 Outcomes Leads and developers are less overwhelmed, and able to work on one (or a few) tasks at a time

20 What We are Learning Engage and fully commit Focus on people, enable them and remove roadblocks quickly Involve everyone in the process including customers Get the roles right, and reinforce accountability Keep it simple, and don t customize the tool Make it safe; it is OK to learn, fail, adapt

21 Next Steps Continued reinforcement User experience framework Embedded quality program Automated testing scripts Tool improvements

22 Resources General Overview of Agile Methodologies Books Kanban in Action Lean from the Trenches: Managing Large-Scale Projects with Kanban Lean UX Lynda.com Agile at Work: Driving Productive Agile Meetings Agile at Work: Building Your Agile Team Agile at Work: Planning with User Stories Agile at Work: Building Your Agile Team Retrospectives Reference Glossary of Terms: Terse Definitions Verbose Definitions