Agile that works
the tools
we love
&
Drupalha en, Oct. 27th 2012
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Rasmus
Luckow-Nielsen
@rasmusluckow
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PARTNER AT
@RELOADDK
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>How to qualify projects
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This talk is about:
Why agile & scrum rocks
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And why it’s so ‘e"ng di"cult
The weapons of choice
Balsamiq, Jira, Greenhopper,
Bon!re
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And the customers
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If you don’t live up to the
customers’ expectations, then the
project will be considered a
failure no matter what.
THE PREMISE
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95% of our projects is billed by
the hour.
We’ve learned this the hard way.
THE PREMISE
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Why do we
want agile
IS SCRUM REALLY THE
ANSWER TO EVERYTHING?
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We want to
build better solutions
for the customer, providin
maximum (business)value for money,
lower the risks,
collaborate as a close-knit team
and not end up with a
Bi Hu e Fi ht
in the end.
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WHAT IS SCRUM?
How many in here are unsure
what Scrum really is?
Raise your hands.
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SCRUM PROCESS
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WHY DO SCRUM?
Scope and price aren’t fixed
We are bad at estimates, so
this makes the risk lower
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WHY DO SCRUM?
The customer are usually
really bad at explainin what
they want - but think we
understand. We don’t.
Scrum makes us talk.
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WHY DO SCRUM?
Developers do technical
decisions.
The customer makes the
business decisions.
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WHY DO SCRUM?
Scrum help us mana e
expectations. This is the most
important discipline of project
mana ement.
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So what are
the challenges
THE THINGS I DO FOR LOVE
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THE CHALLENGES
The customer needs to trust
you and the process
- even the customers’ i norant
all-mi hty superiors.
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THE CHALLENGES
You have to demand a lot of
involvement from the
customer - meanin a lot of
time from their (busy) Product
Owner (PO).
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THE CHALLENGES
The customers’ PO must be
able to make a lot of
decisions and fast.
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THE CHALLENGES
It’s rather difficult to do scrum
the ri ht way when you are an
external a ency and not part
of the or anization you’re
helpin .
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THE CHALLENGES
In our experience we have to
act as assistin PO as well.
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Identifying
AND THE ONES TO WALK AWAY FROM
the right projects
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THE RIGHT PROJECTS
often have a lot of external /
undefined dependencies
(thats how it started for us -
by necessity).
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THE RIGHT PROJECTS
have a meanin ful size - the
development effort is at least
2-3 months with a couple of
developers
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SMALL IS BAD, AS SCRUM HAVE UPSTART OVERHEAD
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THE RIGHT PROJECTS
come from an or anization
that’s suited for a ile
processes - where they dare
dele ate decision makin
responsibility to the Product
Owner.
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THE RIGHT PROJECTS
have an or anization and
team that appreciates the fact
that we’ll fi ure out thin s as
we o alon .
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STICK THEM WITH THE POINTY END
And be ready to
walk away
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WHAT TO DO WHEN
you can’t make customer
really understand the process
and why it works.
Or if you think they don’t et it.
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walk away
YOU
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WHAT TO DO WHEN
you sense that the PO has no
real power in the or anization.
(The PO will make a lot of
decisions - they need to stand
up to them. If not...)
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walk away
YOU
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WHAT TO DO WHEN
the bud et is far too small
compared to the expectations
of the final result - and the
customer won’t listen.
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THEY WILL NEVER BE HAPPY.
YOU WILL NEVER MATCH THEIR EXPECTATIONS.
walk away
WHY DON’T YOU
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WHAT TO DO WHEN
When the customer wants to
do “everythin a ile”, but
insists on fixed deadline, fixed
scope and fixed price.
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THEY DO NOT GET IT, DO THEY?
walk away
YOU
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&
Stop walking
start
WILLING TO PAY THE
IRON PRICE?
working!
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(Quality)
LETS ASSUME THEY GET IT
Scope
(functionality, features)
Time
(deadline)
Resources
(cost, bud et)
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Agile and scrum
without rules
AND WINTER IS COMING
is just chaos
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Methodolo ies
and the ri ht tools
are essential.
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Do it ri ht, and Scrum will help
you mana e expectations.
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HOW TO DO IT
Scrum “by the book” cost a
lot of resources and have lots
of meetin activity; and
customers hate to pay for
meetin s.
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IT IS KNOWN.
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HOW TO DO IT
Should we just do
Kanban or full
Scrum?
We do somethin in
between.
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THIS WILL HELP
Kanban and Scrum
making the most of both
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HOW TO DO IT
So which rules must we
abide - and which ones
are less important?
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User story estimation
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The Do’s
Daily scrum
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Sprint planning
Velocity calculation
>Sprint report
THIS IS WHERE YOU MANAGE EXPECTATIONS.
IN WRITING.
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Define your “Definition of Done”:
METHODOLOGY
Code Complete
Unit tests written and executed
Inte ration tested
Performance tested
Documented (just enou h)
Approved by Product Owner
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Keep the sprint-plannin as short
and focused as possible.
Make sure the plannin is well
prepared.
METHODOLOGY
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Be pra matic. Keep it li ht.
Chan e what doesn’t work in
your situation.
METHODOLOGY
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The bottom line
Delivering working, tested
software every 4 weeks or less.
Delivering what the business
needs most.
Continuously improving the
process.
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THINGS ARE PRETTY GOOD IF YOU ARE
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&
The process
THE RELOAD WAY
the tools we use
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THE BEGINNING
The customer often come to
us with rather va ue ideas:
“We want to build a site to be
the best XYZ site” or rebuild an
existin site to better match
new business demands.
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THE BEGINNING
So we start off with a period
of analysis. This consists of a
lot of workshops where we’re
drillin down in order to
identify the real pains, ideas
and opportunities.
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THE BEGINNING
Often we end up with
somethin quite different that
what the customer had in
mind to be in with.
And found a common
understandin i the process.
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THE BEGINNING
We end up with wireframes
and user stories.
The wireframes and user
stories are our specification.
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No content
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Tools we love
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THE BEGINNING
We map the user stories to
the wireframes and visa versa.
Get a “complete” backlo as
soon as possible.
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THE BEGINNING
Desi n is the next step, but we
don’t have time for that today.
But we really would like
feedback on
reload.dk/drupalstyle uide
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+
Tools we love
by
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THE BACKLOG - PLANNING
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THE BACKLOG - PLANNING
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SPRINT IN PROGRESS
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SPRINT IN PROGRESS
THIS IS GREENHOPPER V6
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SPRINT IN PROGRESS
Gives us usable reports as
well!
AND IT HANDLES SCOPE CHANGE NICELY.
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REPORTS
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REPORTS
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REPORTS
Commitment
Completed
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REPORTS
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Tools we love
by
MORE
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BONFIRE - EXPLORATORY TESTING
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BONFIRE - EXPLORATORY TESTING
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STEEP LEARNING CURVE
The Atlassian products have a
really nasty learnin curve.
But that’s because it’s so
damned flexible.
You’ll learn to love it. We did.
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To sum it up
Manage expectations is a key
factor for success
Scrum is hard - the right tools
make it easier to succeed
It’s about continuous learning
and improvement
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