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1Copyright Binary Essentials: Jan 2007

2 day

Agile Boot Camp

PMI Program Code: 2076-AGBC07

Bangalore

Binary Essentials Consulting Private LimitedTel: 080-26716590, 26716670, Mobile(office) 98452-00916

Email: [email protected] , Web: www.binaryessentials.com


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Session-1: Introduction & Overview

Workshop Moderator

Introduction to Binary Essentials Participant Profile : Getting to know each other

Ground Rules : Can we all agree to it

PMI Rules : need to be adhered to

Why this Workshop : Workshop Objectives

Workshop Schedule and Scope of Coverage

Understanding your Expectations - List ?

20 mts


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Workshop Moderator

S.M.Kripanidhi

51 yrs Over 19 yrs in IT, 29 yrs of total work experience

Last 5 years MD Binary Essentials

Conducted over 32 open workshops, over 200 in-houseprograms on Project Management, Software Engineering,Process & Quality Management areas.

Specialization: Requirements Engineering, XP-Agile, ProjectManagement, Productivity Management, Process Engineering

Managed over 35 Projects and 6 Product Development

1999 General Manager Linc Software

1998 Head of Development System Logic

1996 Advisor to Chairman and Principal Consultant -ComputerPoint IT Services Division

Earlier roles : Dataline Research- Manager- Product Services(Indias first on-line services and product company-1994),NIIT- Group Manager (1991), TIPS- Business Analyst (1988)

Flt Lt , Indian Air Force (1978-86)


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Binary Essentials

Origin : Sep 2000, Venture Funded

Vision : Process Innovations in Software Engineering

Team : 140 man-years of combined IT Experience

Consulting Services : diagnostics, rescue, renovation,enrichment, graduation, XP coaching

Training Services : workshops, in-house programs

Accreditations PMI, Customers

Website : www.binaryessentials.com

Our future Plans : Supporting our customers in moving upthe value-chain, Research, Innovations, On-line Learning

Reaching Us : [email protected]

Reaching you all : subscribe to our Mailing Lists


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Ground Rules

Time Management , Starting, Ending, Breaks

Group Tasks Sharing, Learning

Participation, Interactions, Questions Distractions disturbances : Cell phones

Escalate issues and concerns immediately onlinefeedback, do not bottle up issues till they burst

Digressing from Objectives and Topic Areas Others View Point - all of us are always right

Explore, Anticipate, Understand, Empathize, Learn fromothers point of View Expectations, Perceptions

I am OK, You are OK

Let us try to understand everything in its context


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Rules : PMI

Course Objectives PMBOK Knowledge Areas

PMI Program Code: 2076-AGBC07

Course Timings : Total Learning Hours

Professional Development Units (14 PDUs)

Working Lunch

Absenting from Sessions for more than 15 mts

Attendance Sheet

Participant Feedback after course completion

Certificate of course completion

Claiming and crediting PDUs after the course Study CCR Handbook www.pmi.org


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Program Objectives

Understand and appreciate Agile Values, Agile Principles, AgileSoftware Engineering Practices and Agile Project ManagementParadigms

Understand the rationale behind Incremental and IterativeSoftware Development and imperatives thereof with specialreference to the practices of XP and Scrum

Understand the importance of Customer Collaboration, Self-organizing Teams and Management Paradigm Shifts needed for

Agile Projects to succeed.

Understand the Agile Software Development Process Cycle and theconcept of empirical process evolution for continuous improvement


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Scope of Coverage

Overview to Agile Software Development

Key Imperatives of Agile Project Management

Key Imperatives of Agile Software EngineeringPractices

Agile Software Development Life-Cycle :theprocess map (XP and Scrum)

Roles and Responsibilities in an Agile Project

Building and Nurturing High Performance AgileTeams

Common Areas of Default Critical Risks in AgileImplementation.


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Your Expectations

Think for about a minute List any specific issue or clarification that you may liketo seek

Expectations should be within scope area and objectives

for the program set Round Robin Capture of Participant Expectations

Realignment of Program Coverage with respect toExpectations

Acceptance of Realignment by all of us

We have to assume that participants have decided to adopt Agile Methodologies in their

projects. This Agile Orientation Boot Camp is primarily structured for new adopters of Agile.

We would like to know how we can add value toyour specific concerns


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Session-2: Overview to Agile

History of Agile Software Development

The Agile Rationale

Agile Manifesto, Agile Values

Agile Principles

Agile Methodologies a birds eye view

Agile Project Management Paradigms

90 mts


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Emergence of Agile Methodologies

Urgency Pressures were constantly on the increase

Developers had to find ways of building software really

fast in volatile requirements scenarios

RAD or Rapid Application Development was a strategy to

develop software in the lowest possible TIME -FAST

JAD or Joint Application Development methods were a

set of strategies to evolve requirements quickly

especially in face of customers and stakeholders who did

not know what they want, or could not express their

requirements in a structured format SCOPE MGMT


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Convergence of Agile Values

Satisfying the Customer is highest Priority

Delivered Software should Work

Changes are inevitable learn to accept them with grace

Customers and Developers have to collaborate and worktogether if right software is to be built

Motivate Individuals motivated people contribute muchmore than those how are not.

Empower and Trust people to get the best work done

Communication and Feedback is very crucial accelerateinformal communication

Continuously pay attention to good design and technicalexcellence that evolves iteratively

Simplicity is the art of maximizing productivity andaccuracy of work done and managed


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Process Innovators Birth of Rebels

Kent Beck

Mike Beedle

Aire van Bennekum

Alistair Cockburn

Ward Cunningham

Martin Fowler

James Grenning

Jim Highsmith

Andrew Hunt

Ron Jeffries

Jon Kern

Brian Marick

Robert C Martin

Stephen J Mellor

Ken Schwaber

Jeff Sutherlan

Dave P Thomas

17 Agile Signatories - Feb 2001


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Agile Manifesto

We have come to value

Individuals and Interactions over processes and tools

Working Software over comprehensive documentation

Customer Collaboration over contract negotiation

Responding to Change over following a plan

While there is value in the items on the right, wevalue the items on the left more


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Agile Innovations

Flattened Cost of Change Curve

Faster Development (less time)

Reduced Rework, Faster Validation

Insurance against Attrition

Faster Learning - Average Skills

Higher attention to Quality

Reduced Risks, Reduced Costs Improved Team Productivity

Higher User Involvement

Light Weight therefore Agile

Intense Customer Involvement Customer Focus and Empathy,

Value Streaming Iteratively


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Agile Models are GOOD when

You are seeking fast-pace development

Customer needs may keep changing/evolving

Requirements are not clear early Features needed are outcome of research and

innovation (product research / experimentation)

Team Size is small and co-located

Development in newer Technologies (not intechnologies that dont support graceful change)

When customer seeks high business value (low

cost, low time, high quality, low risk) Early stages of Product Engineering


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The 13 Agile Principles

1. Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agileprocesses harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to acouple of months, with a preference to the shorter time scale.

4. Business people and developers must work together dailythroughout the project.

5. Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get the job

done.

6. The most efficient and effective method of conveying informationto and within a development team is face-to-face conversation.


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The 13 Agile Principles - continued

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development.

9. The sponsors, developers, and users should be able tomaintain a constant pace indefinitely.

10. Continuous attention to technical excellence and gooddesign enhances agility.

11. Simplicitythe art of maximizing the amount of work notdoneis essential.

12. The best architectures, requirements, and designs emergefrom self-organizing teams.

13. At regular intervals, the team reflects on how to become

more effective, then tunes and adjusts its behavior accordingly.


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Agile Methodologies an Overview

Agile Methodologies Extreme Programming

Crystal Family of Methodologies

Scrum Feature Driven Development (FDD)

Lean Software Development (LD)

Dynamic Systems Development Method (DSDM)

Adaptive Software Development (ASD)

Agile Variants and Emerging Innovations Agile RUP

Distributed XP (dx), Industrial XP

Hybrids xp @ scrum , Enterprise XP,

Theory of Constraints, Critical Chain Management Agile Modeling, Pragmatic Programming


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Agile is always Iterative and Incremental


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Customer

Developer

Agile Imperatives the Critical Chain

Active Customer Collaboration

Self-Organizing Teams

Iterative Software Development

Agile Project Management

Customer Value Streaming


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Agile Imperatives the Critical Flow

Customer

Value

Developers





Customer Value Stream


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Extreme Programming


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Innovation by Kent Beck - XP

Flattening of the Cost of Change Curve

Requirements can be Volatile, Unclear

Low Risk both for Customer and Developer Low Overheads, low cost high value for money for

the customer

Fast Customer gets to see software quickly

High Quality no defects, lesser rework

Developers are motivated dev. is fun like sports

Quick learning, faster competency developmentamong team members

Insured against staff attrition/dislocation


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XP Innovation- How ?

Higher User Involvement with Active collaboration

Higher Productivity through better Team Morale

Higher Quality through practical and online QA & QC Lowering Complexities by keeping the problem simple

and short

Lower Cost by reducing risks, rework & cost of change.

Increasing communication and feedback Higher Accuracy through improved learning and faster

competency development in teams

Reduced cycle-time through faster iterations and low

overheads (documentation, process etc) Harnessing the power of Team Dynamics


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Crystal Methodologies


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Crystal Process Map


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Crystal Methodologies

Crystal is a family of human-powered and adaptive, ultra-light,"shrink-to-fit" software development methodologies

Shared values across all methods:

Incremental delivery

Progress tracking by milestones based on software deliveries andmajor decisions rather than written documents,

Direct user involvement,

Automated regression testing of functionality,

Two user viewings per release,

Workshops for product and methodology-tuning at the beginning andin the middle of each increment.

Innovator: Alistair Cockburn

Website: www.crystalmethodologies.org


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Scrum


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Scrum Process Map


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Scrum Process Map

Scrum is an agile process to manage and control development work.

Scrum is a wrapper for existing engineering practices.

Scrum is a team-based approach to iteratively, incrementally develop

systems and products when requirements are rapidly changing

Scrum is a process that controls the chaos of conflicting interests andneeds.

Scrum is a way to improve communications and maximize co-operation.

Scrum is a way to detect and cause the removal of anything that getsin the way of developing and delivering products.

Scrum is a way to maximize productivity.

Scrum is scalable from single projects to entire organizations. Scrumhas controlled and organized development and implementation formultiple interrelated products and projects with over a thousanddevelopers and implementers.


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Feature Driven Development


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FDD Process Map


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Lean Software Development

Lean organizations concentrate on the rapid flow of value becausethey have discovered the fundamental principle of Lean Engineering: quality, speed, and low cost are tightly linked; in fact, they worktogether to provide world class performance.

High Productivity

Rapid Response

Superior Quality

Lasting Value


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Lean Software Development

Based on Principles ofLean Engineering

1. Eliminate waste

2. Amplify learning,

3. Decide as late as possible

4. Deliver as fast as possible

5. Empower the team

6. Build integrity in

7. See the whole

Lean Software Development combines strategies toreduce cost and time in software development projectsthrough intelligent strategies for managing such risks.

Innovators : Mary Poppendieck

Website: www.poppendieck.com


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Adaptive Software Development

EVO- IIDModels



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Strategy to Manage Uncertainties, Unpredictabilities

Software product development projects are so complex

that the outcomes are inherently unpredictable

ASD explicitly replaces determinism with emergence

The strategy is therefore to Speculate (scenarios),

Collaborate (work jointly with all entities in sync) andLearn (build a good understanding) to be able to handlethe situation correctly

Innovator : Jim Highsmith

Website: www.jimhighsmith.com


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DSDM


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DSDM Principles

Active User Involvement is Imperative

DSDM teams must to empowered to make decisions

The focus is on frequent delivery of the products Fitness for business purpose is essential criteria for

acceptance of deliverables

Iterative and Incremental development is necessary

All changes during the development are reversible Requirements base lined at a high level

Testing is integrated throughout the lifecycle

A collaborative and cooperative approach shared by allstakeholders is essential

Website: http://www.dsdm.org


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Agile Comparisons


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Current Trends in Agile

Agile Fusions

xp @ scrum

agile-RUP

Enterprise XP ( xp with dsdm)

XP Customization

Industrial XP

Version 2 of XP

Innovations Continue

Agile Modeling

Pragmatic Programming

Open Source Innovations

Lateral Learning from Industrial Engineering studies


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Agile on the Cycle, Ceremony Scale


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Session-3: Key Imperatives of Agile PM

Customer Collaboration and Co-creation of Value

Self Organizing Teams, Empirical Process Evolution Iterative Development and Adaptive Planning

Customer Value Focus the Lean Strategy

Managing Evolving and Changing Requirements

Validation approach to Working Software

Management Style Collaborative Leadership

Agile Work Environment and Team Space

60 mts


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Agile Project Management Paradigms

Understand Stake holder's Priorities and Expectationscorrectly Stay customer focused

Focus on improving People Productivity, Team Motivation.Promote accelerated learning and empowerment in

teams.

Focus on shrinking Time manage critical tasks anddependencies intelligently Plan iteratively developagility to run FAST

Secure high degree of stakeholder and customer

Involvement and Collaboration

Do not carry dead weight focus on optimum utilizationof resources to reduce costs and overheads

Plan to deliver high business value to the customersconsistently to achieve customer delight. Manage Risks

Intelligently

Focus on doing the RIGHT THINGS all the time useintensive validation approach and iterative tracking


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Theory of Constraints

A scientific method for managing a development project

1. Identify the Systems Constraints (bottlenecks)

2. Strategize to Manage the Systems Constraints onpriority

3. Subordinate everything else to the above priority

4. Work to remove the bottlenecks and constraintsfirst

5. If the constraint is solved go back to step one.


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Theory of Constraints

A scientific method for managing a development project

1. Identify the Systems Constraints (bottlenecks)

2. Strategize to Manage the Systems Constraints on priority

3. Subordinate everything else to the above priority

4. Work to remove the bottlenecks and constraints first

5. If the constraint is solved go back to step one.


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Critical Chain Management

Created to apply Theory of Constraints to Project

Management

Focuses on uncertainties in any Project

Centered around finding the constraints and bottlenecks

and arranging all plans around it

Addresses project scheduling and identifies the shortest

possible time that a project can be completed

considering both task and resource dependencies.

Concept innovation by Dr. Eliyahu Goldratt.

Ji Hi h i h 9 P i i l f A il PM


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Jim Highsmiths 9 Principles for Agile PM

Deliver something useful to the client; check whatthey value.

Cultivate committed stakeholders..

Employ a leadership-collaboration style.

Build competent, collaborative teams.

Enable team decision making.

Use short time-boxed iterations to quickly deliverfeatures.

Encourage adaptability

Champion technical excellence.

Focus on delivery activities, not process-complianceactivities.

A ti d W d k 6 P i i l f A il PM


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Augustine and Woodcock 6 Principles of Agile PM

Guiding Vision Establish a guiding vision for the projectand continuously reinforce it through words and actions.

Teamwork & Collaboration Facilitate collaboration andteamwork through relationships and community.

Simple Rules Establish and support the team's set ofguiding practices, such as Scrum or XP.

Open Information Provide visible and open access toproject management and other information.

Light Touch Apply just enough control to foster emergentbehavior in a self-directed team.

Agile Vigilance Reinforce the vision, follow or adapt therules, listen to the people.

EVO P j t M t P i i l


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EVO Project Management Principles

1. Real results, of value to real stakeholders, will be deliveredearly and frequently.

2. The next Evo delivery step must be the one that delivers the

most stakeholder value possible at that time.

3. Evo steps deliver the specified requirements, evolutionarily.

4. We cannot know all the right requirements in advance, butwe can discover them more quickly by attempts to deliver

real value to real stakeholders.

5. Evo is holistic systems engineering all necessary aspects ofthe system must be complete and correct.

6. Evo projects will require an open architecture because we

are going to change project ideas as often as we need to, inorder to really deliver value to our stakeholders.

EVO PM P in iple


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EVO PM Principles - continued

7. The Evo project team will focus their energy, as a team,towards success in the current

8. Evo is about learning from hard experience, as fast as we

can what really works, and what really delivers value.

9. Evo leads to early, and on-time, product delivery - bothbecause of selected early priority delivery, and because welearn to get things right early.

10. Evo should allow us to prove out new work processes, andget rid of bad ones early.

Customer Collaboration: Co creation of Value


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Customer Collaboration: Co-creation of Value

Expectations, Priority

What is Value to the Customer

Contextual Sensitivity Understanding the needs of the Domain

Clarity on Requirements

Clarity in understanding Acceptance Criteria

Transparency, Trust, Relationship Building Mutual Empathy, Understand one anothers

constraints and Limitations

Cooperation, Coordination and Value Stream

Self Organizing Teams


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Empowered, Supported from Outside

Collective Clarity on Vision, Purpose and Goals

Team Self Organizes Roles and Rules of the Game Procterial Monitoring and Control

Early detection of defects and corrective action

No communication Gaps, Synchronous Work

High levels of Motivation, therefore High Productivity Mutual Support, Accelerated Learning

No Hierarchy, Flat Structure

Team Spirit, Collective Ownership, Individualisticattitudes are drowned

Empirical Process Evolution


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Communications (forward, feedback)

Team makes their own Rules and Process to achieveGoals in the given context

Teams evaluate their own Rules and Processes

Team Learn to identify and eliminate waste

Teams Learn from Failures - Retrospectives

Teams Learn to innovate better ways of doing things

Team Processes evolve Empirically to suit their purpose

Teams learn to improve their performance on acontinuous basis

Process Rationale is based on Outcomes Teams feel process ownership and apply them in Spirit

Iterative Development


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Iterative Development

Adaptive Planning


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Adaptive Planning

High Level Vision provides Direction and Focus

Planning for only what is Known at any given point

Iterative Moderation of Plan based on Context

What you plan is what you do Realistic Plan Plans adapt to the Context and Situation

Rolling Wave Planning

Iterative Planning helps the Team learn the need and

value of a Plan Joint-Planning with the Customer ensure that Plans are

congenial for Real time Value Streaming

Plans are adjusted to reflect Customer Priority and

Constraints Plan is open to change all the time.

Customer Value Focus


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Customer Value Focus

What Customers Need

What Customers Value

Anticipate Customer Expectations

Focus on satisfying Customer Expectations

Empathy, Teams understand Customers Constraints

Customer gets Value for Money

Teams understand what the Customer Values

Teams produce what the Customer Values

Teams ensure Customers are delighted all the time.

Lean Strategy Eliminate Waste


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Lean Strategy Eliminate Waste

Source Acknowledged

Work: Anything that Customer EnjoysPaying for

Waste: Anything that Customer is notwilling to Pay for or does not generate

Value for the Customer

Avoidable Waste: Things that has to bedone but may not necessarily deliver valueto the Customer

Evolving and Changing Requirements


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Evolving and Changing Requirements

Source Acknowledged

Customer does not know what he wants

Customer cannot express what he wants

Customer learns to know his needs over time Customers may forget

Customers needs may change with time

Business and Market is always changing

Technology is changing too Requirements WILL change and evolve over time

Process should accept the Change graciously

Cost of Change should be minimal

Collaborative Leadership


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Source Acknowledged

Leadership without Hierarchy

Harnessing Talent where available in the Team

Collective Decision Making

Leadership is more Objective

External Advisory support from Manager

Decisions are taken fast

Higher Accountability Decisions are likely to be more Objective and Context

Sensitive

Collaborative Leadership Motivates the Team

Teams feel Challenged and learn to take Risks

Work Environment for Agile Teams


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Work Environment for Agile Teams

Open Space Environment to help Communication

Informal Interactions

Facilitates Individual Expressions

Ability to Capture, Store, Use and Share Information White Boards, Soft Boards, Team Wiki, Forums

Psychological advantage of belongingness

Work space fosters Informality

Encourages Communication and Feedback

Assists to accelerate Learning

Enables Teams Collective Responsibility take shape

Early sharing of Information prevents communicationgaps and enables Prescience and Foresight in the team

Session-4: Agile Practices - Imperatives


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g p

Incremental and Iterative Development

Evolving Requirements Product Backlog

Joint Iterative Planning, Iteration Backlog

Incremental Architecture, Evolving Design

Test Driven Development

Continuous Integration

Refactoring

Agile Team Work and Team Coordination

Team Process for Continuous Improvement

Proactive Communication, Team Wiki Work Environment and Team Values

90 mts

Incremental and Iterative Development


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p

12 XP Practices


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The Planning Game

Small Releases

Metaphor

Simple Design

Testing

Refactoring

Pair Programming


Collective Ownership

40-hour Week

On-Site Customer

Coding Standards

Evolving Requirements Product Backlog


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g q g

Joint Iterative Planning Iteration Backlog


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Incremental Architecture Evolving Design


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Test Driven Development


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Test First Programming

Helps programmers understand better on what needsto be done

Customer Requirements Acceptance Criteria Design Requirements Unit Testing Criteria

Ensures early Validation

Ensures easy Validation

Ensures team do work Right the first time

Reduces Rework Significantly

Reduces Cost to the Customer

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Daily Build Test Refactor Cycle

Incremental Builds

Automate Build System Cruise Control

Test Harness

Automating Functional Tests on Build System

Ensures Immediate Validation of Work done

Easy on Version Control and Configuration Management

Defects are caught immediately

Code Smells are caught immediately

Code Cleanup and Refactoring is triggered

Refactoring


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Agile Team Work, Team Coordination


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Team Understands Requirements together

Team jointly decides the Design for Implementation

Team creates the Tasks

Members choose their Tasks

Team appoints Roles what each one is best at

Team assigns responsibilities to Members

Team self-organizes to manage itself

Team Tracks Progress Daily Standup Meetings andupdating Burnout charts

Team coordinates timely corrective and preventiveactions

Team Communicates and Learns

Team Process Continuous Improvement


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Team seeks Feedback from Customer

Team Introspects Iteration Retrsopectives

Team learns Lessons from Mistakes made

Team innovates ways to improve Team experiments with different ways of doing things

Teams create new rules, throw away old rules thatdon't work

Team learn to monitor Process Effectiveness andProcess Efficiency

Teams eliminate Waste periodically

Team learns to improve on a continuous basis and

track its improvements


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Agile Work Environment


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Open Space Environment to help Communication

Informal Interactions

Facilitates Individual Expressions

Ability to Capture, Store, Use and Share Information White Boards, Soft Boards, Team Wiki, Forums

Psychological advantage of belongingness

Work space fosters Informality

Encourages Communication and Feedback

Assists to accelerate Learning

Enables Teams Collective Responsibility take shape

Early sharing of Information prevents communicationgaps and enables Prescience and Foresight in the team

Session-5: Agile SDLC Process Roadmap


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Agile Project Initiation

Agile Team Orientation

Release Planning Product Backlog

Iteration Planning Sprint Backlog Requirements Workshop

Design Workshop

Daily Coding, Testing, Integrating, Refactoring

Daily Stand up Meeting, Issue/Block Tracking

Iteration Release and Feedback

Retrospective, Lessons Learnt


Tracking Agile Team Values, Motivation, Rewards

4 hrs

Agile Project Initiation


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Understanding the Need

Evaluating the Opportunity

SWOT, SWAN Analysis

Feasibility

Proposing a Relationship

Pursuit Team for Co-creation of Value

Joint Proposal by the Pursuit Team

Project Initiation


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Agile Team Orientation


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Why Agile ? Clarifying the Rationale

Expected Outcome

Orientation to the Customers and Stakeholders Orientation to the Manager

Orientation to the Management Organization

Orientation to the Team

Establishing the Team Organization Clarifying roles and responsibilities

Establishing the environment and support infrastructurefor the Agile Project

Communication of the Project Vision and Plan

Release Planning Long Range Vision


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Evaluating the Constraints

Identifying Time, Cost Limits

Creating the Product Backlog List Planning for number of Iterations

Estimating Capacity needed per Iteration

Building the Capacity

Prioritizing the Product Backlog Sequencing the Dependencies

Planning for NFRs / Geek Iterations

Formalizing the Long Range Release Schedule

Iteration Planning


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Source: Scrum Premier by 2006 Pete Deemer and Gabrielle Benefield

Iteration Planning


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Source: Scrum Premier by 2006 Pete Deemer and Gabrielle Benefield

Iteration Planning


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Calculate Iteration Capacity Available Pick up Iteration Scope from Product Backlog

Match Capacity to Scope Size (Estimation)

Plan Iteration Scope and Plan 20% additional buffer

Conduct the Requirements Workshop

Requirements Workshop


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Product Owner conducts Requirements Workshop for theIteration Scope only

Explains each Requirement F A B s it.

Clarifies Acceptance Criteria for each Requirement This is used for Functional Testing of the Builds

All PIGS to attend 1 day Workshop

Team Members should pick holes, seek clarifications

Validate Requirements Clear, Correct, Consistent, Complete

Clarify all Implic4it.

Rationale of each Requirement to be understood by the Team

Customer / End User Representatives to attend Expectations are Correctly Understood by the Team


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Daily Tasks


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Start working on tasks chosen

Coordinate Task Dependencies Update Iteration Backlog List everyday

Report any issues or blocks to the Team

Attend Daily Standup Meetings Everyday on time

Update Task Progress / Closure


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Block Tracking

I d P bl d b T M b i h


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Issues and Problems reported by Team Members in theDaily standup Meeting should be recorded by a Scribe

Issues reported should be resolved by the Scrum Masterwithin one hour

Issues unresolved for more than 1 hr are treated asblocks and reported to the Management

All reported Blocks are tracked on the Team Charts

Manager / Management has the responsibility to resolveall blocks within one day of its reporting.

Unresolved Blocks are blocking Team Productivity andmay eventually hurt the Customer Value Delivery

Blocks are treated Seriously by the Scrum Master,Manager and the Management Organization


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Iteration Retrospective Lessons Learnt


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Copyright Binary Essentials: Jan 2007

Analyze Iteration Performance

What went well ?

What did not go well ?

What can we improve in the next Iteration ?

Process and Practices .... are they working ?

Identify Waste

Introspect on Team Performance, Team Motivation,Team Values and Team Productivity

What to change in the next Iteration ? Brainstorm

What to change to and how ? Brainstorm

Analyze Feedback from Customers and Stakeholders


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Team Values

Commitment say what you do do what you say and prove


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Commitment say what you do, do what you say and proveit. Credibility Index.

Discipline to follow the agreed Rules of the game

Time Sense and Responsiveness

Focus - Foresight, Prescience

Openness Honest, Transparent, Objective

Respect Mutual Empathy, Equality

Courage to experiment, to embrace change EQ and Team Play ( manage ego )

Simplicity live for today, live light

Communication- proactive, informal, extensive

Feedback to give and receive feedback Continuous Learning to generate the Assurance


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Session-6: Roles in an Agile Project

60 mts


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Customer

Product Owner

Scrum Master, Tracker

Manager / Management

Coach

Technical Consultants

Agile Team Member Programmer, Tester

60 mts

Customer, Product Owner

One Customer Only


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One Customer Only

Proxy Customer to Coordinate Multiple Customer

Provide Requirements, Acceptance Criteria

Define Priorities and Expectations Transparent Communication

Maintain Product Back-log Prioritization

Clarify Requirements when-ever sought

Conduct Requirements Workshop

Provide feedback on every iteration demo/release early

Feedback on Value Received at Retrsopectives

Participate in improvement initiatives.


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Technical Consultant

Technical Help and Support when sought


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p pp g

Technical Training

Technical Conflict Resolution

Coordination with Peer Projects for TechnicalSynchronization

Warning System on Technology Experimentation

Technical Advise to the Team on Implication of

Technology / Design choices Hand-on Rescue when Team faces critical problems

Design Validation during the Design Workshop

Help in the choice of automation tools and their

installation /maintenance.

Agile Team Member

Maintain and Nurture Team Values


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Understand the Team Role Assigned, Strictly adhereand follow the Team Rules

Ensure Team Motivation, Team Cohesion Participate, Interact and Communicate

Choice of Tasks, Responsibility and Accountability

Proactively Escalate Potential Issues noticed

Time Discipline at Standup Meetings and other groupassignments

Ensure Quality of Work Do things right the first time

Learn, Share and nurture individual Core Competency

Support Team Members in Distress. Comrade Spirit

Session-7: High Performance Agile Teams

Attributes of Self Organizing Teams - Rationale120 mts


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Empowerment, Inverted Pyramid Structure

Building, Nurturing, Rewarding Team Values

Team Composition

Team Collaboration, Team Motivation

Work Environment, Team Space Team Communication, Team Learning

Team Recognition and Reward System

Team Formation Stages, Team Dynamics, Team Work Management Imperatives Policies of HRM


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One Leader vs Collaborative Leadership


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One Leader vs Collaborative Leadership

Collective Decision Making

Decisions based on Facts, Data

Managers can Advise, Support Decision Making

Collective Ownership of Team Decisions

Managers provide the Parental Oversight

Team Empowerment Boundary is clarified Exception Reporting and Escalation to Manager

Team understands who is good at what

Team Leadership rotates based on Context

Empowerment Inverted Pyramid

Organization, Roles and Reporting Structure


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Responsibility vs Authority Paradigm

Manager-Supervisor-Team Member Pyramid Structure

Delegation vs Empowerment The Inverted Pyramid Paradigm

Line Staff is empowered to make decisions based onthe context

Line Staff is responsible for Customer Satisfaction Managers support Line Staff do their work

The Servant Manager Paradigm

Managers have no authority only Responsibility


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Team Composition

Size of the Team


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Size of the Team

Team Competency Complimentary Skills

Selection of Team Members

Team Cohesion

IQ vs EQ - Anticipating Team Work

Team Interests, Team Motivation

Establishing Team Values Evaluating the Team Attitude

Ensuring Team Synchronization

Ensuring the Vision-Value Alignment

Team Collaboration

Distribution of Work between the Team Requirements Maintaining Product Backlog Coordinating with


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Requirements Maintaining Product Backlog, Coordinating withProduct Master, Product Vision and Iteration Scope Planning

Solution Architects Coordinating Design and maintaining

Architectural Integrity, Incremental Architecture and Refactoring Validators Maintaining Test Scenarios, Test Harness, Test

Refactoring and Testing activities

Tracker data collection, tracking progress, burnout charts

Proctor Monitoring compliance to agreed Team Rules

Communication maintaining knowledge resources, Wiki, team-charts, team-space

Integrator maintaining the build system

Scribe Keeping records and documentation and team decisions

Team Communications - Prescience

Understanding implications of Communication Gaps


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Understanding implications of Communication Gaps

Formal vs Informal Communication

Prescience and Foresight in Communications

Reactive vs Proactive Communication

Feedback integral part of Communication Validation

Conflicts in Communication

Responsiveness in Communication Closed vs Open Questions

Passive Communication through Paper Work

Interactive Communication Brainstorming, Discussions

Destructive Communication emotional aspects of

Team Learning and Knowledge Management

Individual Learning vs Team Learning

Collaborative Learning


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Collaborative Learning

Individual Knowledge vs Team Competency

Harvesting Individual Learning into Team Learning

Critical Information Systems Planning ex Test Scenarios,Intuitive Ideas, Lateral Learning

Harvesting Knowledge KM

Collecting and Tracking Data Producing Meaningful Information from Data

Using Information to create Knowledge

Right Knowledge at the Right Time is Wisdom

Capturing and Harvesting Team Knowledge

Prevention of Reinventing the Wheel

Team Formation Stages, Team Dynamics

Orientation Phase - Forming


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g

Dissatisfaction Phase - Storming

Resolution Phase - Norming Performance Phase Performing

The Boring Phase teams togetherfor too long

The Mourning Phase loss of teammember / attrition


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Session 8: Common Areas of Default

Blinded Perspective Elephant and 7 Blind Men 30 mts


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Chasing the Rat Race One more Feather

Organizational Value System, Business Culture and

Customer Orientation

Change Management, Paradigm Shifts needed, Long

Term View

Rationale for Adoption, Why do we need it, What is

expected out of it

Shallow Understanding, Implementation Haste

Local Optimization, Less problems or More problems

Blinded Perspective

CustomerAgile will get

things done fasterand better I can

ManagementIf we do Agile, we will

be more productive.We will make moremoney and profits faster

Sales ManagerAgile looks to be agreat sales pitch.

Lets tell ourcustomers that we doAgile and put in on


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and better. I canchange

Requirements anytime

Is this GOODAGILE or BAD

AGILE

DeveloperAgile means no

documentationand informal andeasy going work

Project ManagerI will have to do no

work. Agile meansself managed

teams. They willwork on their own

g pour Brochure

Chasing the Rat Race Feather in the Cap


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Organizational Business Culture


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Customer Orientation, Trust, Transparency


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Management Paradigm Shifts in Policies

Vision Value Alignment

Business Acquisition Policies


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Business Acquisition Policies

Marketing and Sales Policies

Customer Orientation Honesty and Transparency People Management Policies

Management Control and Reporting Systems

Facilities and Infrastructure Norms

Communications bottom-up and top-down

Prevention of Local Optimization

Internal Customer-Supplier Orientation

Inverted Pyramid and Servant Managers

Rationale for adoption.


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Why do we need Agile ?

......dont fix something that isnt broken

Implementation Haste


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The Chain is onlyas Strong as itsWeakest Link

Local Optimization, Customization Haste

Highest Common Factor Paradigm

One Solution to Multiple Problems


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One Solution to Multiple Problems

Ease of Problem Solving did it solve the problem

Decisions in Haste and Implementing Decisions in Haste No Validation Did the decisions solve the problem ?

Local Optimization for Convenience or Cost Saving

Local Optimization for Standardization

Local Optimization for ease of Governance and Control

Local Optimization for cross comparison & benchmarking

Local Optimization for achieving Uniformity

Local Optimization due to Management Lethargy

Agile Imperatives


A il P j t M t


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Customer

Supplier




Customer Value Streaming

Agile Imperatives

Developers




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Customer

Value

Developers



Customer Value Stream

Reference to Further Reading

www.agilealliance.org/articles


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Books on Agile Methodologies and AgileProject Management

Individual websites annotated in slides

Enroll into user-groups in the areas of yourinterest to keep receiving updates

There is no end to Learning

Closing Session

S f L i


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Summary of Learning

Can we use what we learnt ? Question and Answer Session

Feedback

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