The pragmatic agilist

If you're pragmatic, you're practical and living in the real world. If you're agile, you adapt easily. This is how we have adopted and evolved an agile methodology in practice so far @ Agilize Cloud Accounting (https://www.agilize.com.br).

Transcript

1. THE PRAGMATIC AGILIST Thiago Colares Chaves
2. Hallo! I’M THIAGO COLARES Agile manager Full stack developer Open source Co-founder @ Agilize Cloud Accounting @thicolares
3. YOUR TEAM CAN GET MORE DONE BEFORE GROWING TOO BIG
4. VALUES
5. PRACTICES WITHOUT VALUES BECOME ROUTINE
6. SPREAD THE WORD itemize give purpose make speeches reinforce with context be a model
7. 3 PAINS
8. “ 1st pain The dev team always miss deadlines
9. WE... always miss planned hours don’t believe in estimates get lost with the unforeseen have low self-esteem
10. IMPACT > speed INNOVATION > predictability DELIVER VALUE > arbitrary deadline
11. ISSUE TYPES
12. Story Minimum software increments that delivers value to the user.
13. Story Chore /tʃɔr/ Technical issues. Pre-negotiated sprint slots.
14. Chore Task Story Small manual activities. Not a software increment (yet).
15. Bug Task Chore Story Something delivered is broken.
16. Bug Spike Task Chore Story Simple program to explore solutions. Inputs for estimation.
17. Spike Design spike Bug Task Chore Story Create UI. Plan UX.
18. Design spike Spike Bug Task Chore Story Epic Large Story. Set of issues.
19. Design spike Spike Bug Task Chore Story Epic Un known Not yet classified or understood.
20. Fixing Grooming Value Story Bug Chore Spike Design spike Epic Un known Task
21. Story Bug Chore Spike Design spike Epic Un known Task
22. Story Bug Chore Spike Design spike Epic Un known Task
23. Story Bug Chore Spike Design spike Epic Un known Task We estimate We log the time spent
24. Design spike Spike Bug Task Chore Un known Story Epic We estimate
25. Design spike Spike Bug Task Chore Un known Story Epic We estimate HOW?
26. STORY POINTS
27. ESTIMATE TIME EFFORT
28. 5h20min
29. ~8h AMOUNT OF WORK + COMPLEXITY + RISK AND UNCERTAINTY + INNOVATION
30. 2 STORY POINT
31. 2 1 3 5 8 FREQUENT RARE
32. 2 1 3 5 8 1 3 2 3 2 3 1 3 2
33. ESTIMATING
34. POSTPONE CONE OF UNCERTAINTY
35. @thicolares
36. Velocity: (3+6+10)/3 = 6 Forcasting: (43-10)/6 + 29-1=34
37. +15 -5
38. IN THE WILD Work completed Work remaining Work added
41. “ 2nd pain The bug is still occurng Meta-slide :)
42. WE SPENT A LOT OF TIME... fixing bugs silly and recurring ones too struggling on evolving
43. RECOVERING FROM BUGS > controlling them
44. BUG-ANTIFRAGILE ARCHITECTURE
45. • SANITY CHECKS We can’t help ourselves • IN-HOUSE TALKS Every friday • AUTOMATED TESTING DOJO Open to the community • KPI DASHBOARD Geckoboard, Prometheus + Grafana
46. • ERROR MONITORING SOFTWARE Sentry, Rollbar • CODE STANDARDIZATION PSR Coding standard and Naming conventions • UNIT TESTS It became a habit • CODE REVIEW It became a habit ...
47. PEOPLE > processes
48. FEAR COURAGE Errors generate learning Courage to err or innovate No unnecessary pressure Team support
49. FRIENDLY ENVIRONMENT There are no stupid questions Mutual respect and admiration Questions are welcome There's no room for ego
50. COWBOYS SHARED OWNERSHIP Cowboy coders Support team's mastering Make room for improvements
52. “ 3rd pain Inefficient communication. Looooooong meetings.
53. TRUST > CONTROL
54. CONTEXT GENERATES AUTONOMY Communicate sooner Goals, strategies, and metrics Clarify priorities Clear definition of success
55. CONTROL AS EXCEPTION Help a newcomer Short-term emergencies Someone in the wrong role
56. WIKI
57. 909 editions Mutual collaboration 0% orders (just some nudges) The team have asked for this slide 161 pages In a year
58. MEETINGS
59. Daily meeting 1.5 hour 2 week 24h Planning meeting 1 day or more
61. Daily meeting 1.5 hour 30min 2 week 1 week 24h Planning meeting 1 day 1h Retrospective meeting. 1h Backlog grooming (during the sprint) Faster feedback 1-to-1 feedbacks. 15min Criteria acceptance
62. PLANNING MEETING Same location, same time Everybody Review velocity Clarify acceptance criteria Negotiate activities Estimate Time-boxed (1h)
63. ACCEPTANCE CRITERIA Given When Then
64. GIVEN Pre-conditions Past tense. Passive voice WHEN Action to be tested (only one) Present tense. Active voice THEN Changes expected after that action Future tense. Passive voice
65. USER ADDS ITEM TO CART GIVEN I'm a logged-in User And I visited the Item page WHEN I click "Add item to cart" THEN The quantity of items in my cart will go up And my subtotal should increment And the warehouse inventory should decrement
66. DAILY MEETING Same location, same time Everybody Report to the leader Team communication Risk mitigation Time-boxed (30min)
67. WALK THE BOARD + ROTATE THE FACILITATOR
68. 1-TO-1 FEEDBACK Build strong relationships Address issues beforehand Opportunity to mentor Foster communication
69. BEFORE Frequency matters Right Atmosphere Begin the meeting on time
70. DURING Remarkable beginning Open-ended questions Address uncomfortable issues Give constructive criticism Work together to find a solution Share your experiences too End on a positive note
71. PITFALLS Avoid calling off It’s about the employee, not you
72. RETROSPECTIVE MEETING Yes-no past actions Happy Sad Questions New ideas do try Top 3 sadnesses → Actions Time-boxed (30min)
73. IMPACT > speed INNOVATION > predictability DELIVER VALUE > arbitrary deadline RECOVERING FROM BUGS > controlling them PEOPLE > processes TRUST > control
75. Thank you! Thiago Colares @thicolares
76. SPECIAL THANKS TO ◦ The time and the battle in the wild :) ◦ “Extreme Programming Explained: Embrace Change”, Kent Beck ◦ “Manifesto for Agile Software Development”, http://agilemanifesto.org/ ◦ Teammates at Agilize Cloud Accounting ◦ Maurício Vieira, for discussions and insightfulness ◦ So many articles and friends that inspire me every day