agile auckland agile 101 back to basics
TRANSCRIPT
Vision: Connecting Auckland’s Agile Community through Learning and
Sharing
Outcomes
1. Agile Speed Introductions
2. Enhance networking – try networking before the event
3. Open Evening type session
This event• Restrooms
• Fire exits
• Timing
– Talk
– Open Space
Better education. By practitioners
Edwin Dando
+ GM Assurity Auckland+ Helping re-wire how companies think + Professional Scrum Trainer with Scrum.org+ Evidence Based Management™ Engagement Manager+ PMP, CSP, PST+ [email protected] + @edwindando
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“Agile” is a term being used everywhere Manifesto is an abstract set of principles – it doesn’t tell you
how agile works Many misguided attempts that have damaged agile reputation Most people try to just read a book and do it. And then get in
trouble. In order to get the most of out Agile Auckland it is a good idea
to get a bassline understanding in place!
Talk Objectives
Why agile?
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20th century management+ Plan to execute, execute the plan+ Focus on
o removing variabilityo economies of scale
+ Resulto Efficient mass productiono Inability to changeo Long lead timeso Business becomes predictable
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Adaptive thinking In warfare predictability = death It does in business too “If you are not moving at the speed of
the marketplace you’re already dead – you just haven’t stopped breathing yet.” Jack Welch
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Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016
“More than one-third of businesses today will not survive the next 10 years. Companies should not miss the market transition or business model nor underestimate your
competitor of the future —not your competitor of the past“
- Gartner
Remember these guys?
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Assurity Consulting Limited • Commercial in Confidence • © 2016
So just how manoeuvrable are you?
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What is agile?
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Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016
The Roots of Agile
Jim Coplien - Developer Day Karlsruhe June 2016
Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016
The Roots of Agile
Jim Coplien - Developer Day Karlsruhe June 2016
The Agile Manifesto“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more”
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Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
http://www.agilemanifesto.org
Agile is a mindset, not a process
Methods
Practices
Principles
Values
Mindset
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There is no methodology/framework called “Agile” and there is no “agile process”
The truth about “Agile”
Traditional thinking – relay race
Time
How are we doing?Analysis
DesignCodeTest
Agile thinkingTime
How are we doing?
AnalysisDesignCodeTest
Small slices of “done” software
5 things are 100% done and can be shipped.
10 things are not done
That last feature wasn’t well
received. We need to do something
differently
The Scrum Sandwich
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Large, up front planFixed requirements
Fixed project budgetsChange discouraged“No stuff-ups” culture
“Don’t challenge” culture
Minimise changeBreak-fix culture
Cost centre cultureITIL
Process in batches
Business CustomerDelivery OperationsITIL/WaterfallScrumWaterfall
batch
An agile company
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Concept/VisionAccept ambiguityStrong customer
focusIncremental budgetSafe-to-fail culture
Quality infrastructureAutomation
Value centre Flow driven
deliveryCustomer focus
Business CustomerDelivery OperationsContinuous DeliveryScrumLean Planning
Experimentto validate
assumptions & test market
Validated learning: reduced business risk, stronger customer focusmeasureempirical business decisions
Scrum (n): A lightweight framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.
Has clearly defined roles – accountability is very specific Does not specify engineering or any other work practices Is brutally honest Simple to understand Difficult to master
Scrum
The three pillars of Scrum
Transparency
InspectionAdaption
Decisions are made based on the perceived state of the artefacts. When artefacts are transparent, these decisions have a sound basis. When artefacts are incompletely transparent, these decisions can be flawed.
• Go watch this video• https://www.youtube.com/watch?v=_BWbaZs1M_8 Mostly right but has bugs. • All meetings in Scrum inspect and adapt based on transparency.
• Sprint Planning – inspect the Product Backlog, adapt a Goal + Sprint Backlog• Daily Scrum/stand-up is NOT a commitment meeting, it is a daily planning
meeting. Inspect and the Sprint Backlog, adapt the Sprint Backlog. Based on what we have done/learned in the last 24 hours, what is the most valuable thing we should do next to progress towards the Sprint Goal?
• The Sprint Review is not a “show and tell” or “a demo”. Inspect the increment, adapt the Product Backlog – based on what we have just done (the demo part), what is the most sensible thing to do next?
• The Sprint Retrospective – we inspect and adapt the entire process
What Is Scrum?
What is Kanban?A way of managing the flow of work through a system
Go watch this video https://www.youtube.com/watch?v=R8dYLbJiTUE
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Picking out the bits that suit you Doing mechanics without understanding philosophy Agile from the neck down Reading a book then just doing it Doing it without telling your manager
Common Failure Scenarios
Why?An enterprise can use Scrum as a tool to become the best product development and management organization in its market. Scrum will highlight every deficiency and impediment that the enterprise has so the enterprise can fix them and change into such an organization.- Ken Schwaber, Scrum is Hard and Disruptive, 2006
Why?Scrum often results in a change in culture. It isn’t a methodology. It is a philosophy and success requires a deep understanding.
Why?Agile delivery and predictive command & control management/governance are incongruent and will result in significant organisational tension.
Why?Change requires a focused, company-wide change lead from the top via appropriate behaviours. It is difficult to master Scrum and change from a book.
Why?Scrum is all about transparency and honesty. No manager wants to look like they don’t know what is going on.
Our approach+ Teaching others to do what we do
o Mentored learning & Coaching+ Find the right approach for each unique situation
o An agile framework/approacho Communication practices – how we achieve transparency o Technical practices – quality, testable softwareo Continuous deployment – frequent releases of valuable softwareo Value management – shared understanding of what value meanso Kanban/Lean at portfolio level + operationso Evidence Based Management™
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Questions – open space
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