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Being Agile

Pablo Pernot
December 05, 2012

Being Agile

introduction to agility from ~1hour to the whole morning (or afternoon)

Pablo Pernot

December 05, 2012
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  1. Being agile ?
    @pablopernot
    version 0.5
    december 2012

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  2. Project(s)
    Product(s)

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  3. One or many goals
    One or many dates
    People
    Material (tools, places, etc.)
    Project(s)
    Product(s)

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  4. One or many goals
    One or many dates
    People
    Material (tools, places, etc.)
    A cost
    Project(s)
    Product(s)

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  5. Features are not those expected
    Features are not what we needed
    Features are not fully achieved
    Features are not working as expected
    Some features are missing
    Some features are useless
    Some features are working badly
    We discover too late problems with features
    We are late
    We will never reach the goal, never
    We discover too late that the goal will be never reach
    people don't understand each other
    people don't communicate
    people are giving failure and responsability to others
    people have pressure
    people will not want to work again together
    people will not want to work again
    people are not effective
    people are not performing
    people are not faithful
    We discover too late problems with people

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  6. The goal has been reached but is deceptive
    The goal has been reached but is deceptive for some of us
    The goal has been reached but it is hard to make it evolve
    The goal has been reached but it is long to make it evolve
    We are not proud of the outcome
    It costs too much money
    We discover too late that it will cost too much money
    The contract forbids us to do what we will now
    It's a failure

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  7. 64%
    rarely or never used features
    Chaos Report - Standish Group

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  8. Agile Manifeste, 2001
    http://agilemanifesto.org

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  9. Edwards Deming Taiichi Ohno
    Continuous improvement
    Respect people
    Challenge everything - Embrace change
    "Why are we doing this ?"

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  10. Individuals and interactions
    over processes and tools
    Working software
    over comprehensive documentation
    Customer collaboration
    over contract negotiation
    Responding to change
    over following a plan
    http://agilemanifesto.org

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  11. Google
    Microsoft
    Yahoo
    Adobe
    Oracle
    Salesforce
    Spotify

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  12. Lean Thinking
    Extreme Programming Scrum Kanban
    craftsmanship devops

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  13. Agile Culture
    practices are a deadend without culture

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  14. Visual Management

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  15. Transparency and
    communication

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  16. Communication &
    collaboration

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  17. Deliver things done
    and emergent design
    Jeff Patton, http://www.agileproductdesign.com/blog/dont_know_what_i_want.html

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  18. Breaking the silos
    http://www.sao.corvallis.or.us/drupal/files/The%20New%20New%20Product%20Development%20Game.pdf
    Source: “The New New Product Development Game”, Hirotaka Takeuchi and Ikujiro Nonaka,
    Harvard Business Review, January 1986.

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  19. Optimize feedback
    Change is easier and cheaper

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  20. Estimates & planification
    Repeating a observed capacity of delivery
    Cost Time
    Features
    Cost
    Time
    Fixed & regular
    capacity of
    delivery

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  21. Test Driven Development
    & Continuous integration

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  23. How to become agile ?
    From doing agile
    ...to being agile

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  24. Awareness
    Desir
    Ability
    Promotion
    Transfer
    Agile is mainly a change
    management approach

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  25. Mike Cohn, http://www.mountaingoatsoftware.com/

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  26. Benefits & stoppers

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  27. Turnover & motivation
    Intrinsec quality (bugs)
    Time to market
    Productivity, innovation, competitivity
    Benefits ?

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  28. Culture that doesn't support change
    Ineffective use of retrospectives
    Ignore needed infrastructure
    Lack of full planning participation
    Unavailable Product Owner
    Bad Scrummasters
    Not having an onsite evangelist
    Team lacking authority
    Testing not pulled forward
    Traditional performances appraisals
    Reverting to form
    Checkbook commitment Jean Tabaka
    2009
    Agile failure modes

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  29. Agility as the goal
    Focusing on practices
    It's just for the development team
    Robbie McIver
    Three Failures to Avoid in Agile
    Transitions
    Beware

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  30. Focus Scrum

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  31. Roles & responsabilities
    Product Owner
    Responsible for "WHY & WHAT"
    Own the vision
    Maximize ROI
    Prioritize & Validate

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  32. Roles & responsabilities
    Team
    Responsible for "HOW"
    Estimate
    Produce
    Self-organized
    Cross-functional

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  33. Roles & responsabilities
    Scrummaster
    Focus on
    Communication
    Facilitation
    Culture & practices

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  34. Artefacts
    Backlog & user stories

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  35. Artefacts
    Definition of done

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  36. Artefacts
    Burndown
    Burnup
    chart

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  37. Timeboxes
    Review
    Retrospective
    Iteration
    Sprint planning
    Daily Scrum

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  38. Tell me, and I will forget.
    Show me, and I may
    remember.
    Involve me, and I will
    understand.
    – Confucius, 450 B.C
    Workshops
    The Chair Game
    http://agiletrail.com/2012/03/27/8-great-short-games-for-groups/
    Offing the offsite customer
    http://jamesshore.com/Presentations/OffingTheOffsiteCustomer.html
    Open Ended Specifications
    http://blog.crisp.se/2009/02/18/davidbarnholdt/1234986060000
    Marshmallow Challenge
    http://www.marshmallowchallenge.com
    Scrum Ball Point Game
    http://borisgloger.com/2008/03/15/the-scrum-ball-point-
    game/
    Multitasking Name Game
    http://www.crisp.se/gratis‐material‐och‐guider/multitasking‐
    name‐game

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