agile project management - coclarity

“War Stories”Experiences applying Agile in many types of business

[email protected]

Enterprise Ireland,Dublin, IRELAND.

23-Nov-2009

mailto:[email protected]

mailto:[email protected]

Copyright © 2009 coClarity Ltd.

Overview

Introduction

Patterns, PLOPS and OOPSLA

Scrum

eXtreme Programming

GTD and 4HWW

Conclusion

2


Introduction

20-years SW experience

Currently: coClarity, Limerick

Intel, Basis & Tellabs, Shannon

Digital, Galway

Motorola, Cork, & USA

QC-Data, Cork & Canada

3


Conclusion

Great ideas cross boundaries between disciplines

Software has Borrowed from Everywhere

Agile techniques can be applied in any kind of business

Customer Focus, Deliver Early & Often, Simplicity (Product & Plans), Self-Organising

4

Patterns, PLOPS and OOPSLA


Patterns

Reusable solution to a common problem

Borrowed from Architecture (Alexander)

1987 OOPSLA, Beck & Cunningham

1994, Gang of Four

6


PLOPs

Pattern Languages of Programs

Conferences Started 1994

PLOP-2, paper on Episodes (Cunningham)

7


OOPSLA 98

Birds-of-a-feather session

100s arrived

One page handout of the key practices

Diagram of how they related to each other

8

eXtreme Programming


Overview

A light-weight methodology

For small-to-medium-sized teams

Vague or rapidly-changing requirements

Values: communication, feedback, simplicity, courage and respect

10


Practices

Quick Plan

Small Releases

Metaphor

Simple Design

Testing

Refactoring

11

Pair Programming

Collective Ownership

Continuous Integration

40-Hour Week

On-Site Customers

Coding Standards


A-La-Carte

The books warn against a-la carte approach

We tailored it out of necessity

Didn’t really use: Metaphor, On-site Customers

Modified: Scrum for planning, Collective Ownership within Team

12

Pair Programming

Photo credit flickr.com/people/lucadex


Pair Programming our Experience

The most controversial practice

Some components pair programmed

Lowest defect rates

Smaller code sizes

Small sample set

14


Pair Lessons Learned

No Keyboard Wrestling, Large Fonts

Think about neighbours

No editor wars

Set key objectives

Not as useful during bug-fix phase

Can be done remotely (gotomeeting)

15


New New Product Development Game

Article in Harvard Business Review 1986

Study of companies in Japan & US

Fuji-Xerox, Canon, Honda, NEC, HP, 3M

17


Six Characteristics

Built in instability - broad challenging goal

Self-organising teams

Overlapping Development Phases

Multilearning

Subtle Control

Organisational transfer of learning

18

Scrum

• Computer guys borrowed from “New New...”

• Called it Scrum

• I suspect they were never in a real Scrum

Photo credit flickr.com/photos/bohane/


Scrum Overview

You can manage any kind of project with Scrum

I’ve used on tiny and large projects

Not rocket science or expensive (although an “industry” has popped up)

It works & viral

20


“Opportunities”

All projects have chickens and pigs

Pigs are happy: no status reports or boring meetings

Chickens are happy: they know what’s happening without getting in the way

Photo credit flickr.com/photos/7326810@N0821


The TheorySoftware engineering is complex adaptive system

Traditional planning - illusion of control

Empirical process not a “defined process”

Complexity theory - better to do frequent samples and small adjustments

Adaptability is better than predicability

22


The Team

Should be small (6 max) - if bigger, split

Ideally co-located (can work distributed)

23

The Project

Diagram by Lakeworks http://commons.wikimedia.org/wiki/Image:Scrum_process.svg

• Punctuated Equilibrium - balance team focus, management visibility, and adaptability

http://commons.wikimedia.org/wiki/Image:Scrum_process.svg

http://commons.wikimedia.org/wiki/Image:Scrum_process.svg


The Sprint

Easier for team to focus on something a month away

Daily short meetings

At the end - write-up or demo

25


The Daily Meeting

KISS - 15 minutes max, same time & place

3 questions

• what did you do? (binary - all or nothing)

• what roadblocks?

• what will you do by tomorrow?

Everyone responsible for their own tasks

26

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Consequence of “Loads of post-its”

Low effort - visualisation of progress

Preparation is fast - post-its on monitors

Occasional trips to the “big sheet”

Not great for distributed teams

3M make loads of money

28


Planning

More KISS

No complex Gannt chart

Plan is a series of sprints

Dependencies only at a sprint level

Can use sophisticated estimation techniques

Shorter sprints at the start and end

29

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Planning - SprintAt the start check project plan & look at new backlog items

Allocate to individuals - could use simple spreadsheet

Efforts based on “ideal days”

Inside/Outside end-date

At the end: write-up, demo, release

31


The Big Chickens

Start to trust it - less reporting needed

Can show up at daily meetings - must remember they are chickens

Can add new items to backlog

Other possibilities - earned value, wide-band-delphi, comparison to estimates

32


Scrum Conclusion

Simple, low-overhead, adaptable any kind/size project

Everyone gets involved in planning and tracking, team “gells”

The chickens can actually contribute

Scrum was more sticky than eXP

33

GTD and 4HWW


GTD

Getting Things Done

A new cult for the info age - Wired

Levels: Actions, Projects, Areas, Yearly, 5-Year, Life

Collect, Process, Organise, Review, Do

35


Actions and ProjectsAction: always something that needs to be done first

Each action has a context

Project: requires more than one action

Don’t need to plan projects in detail but define outcome

Choose actions based on context

36


4HWW

The 4 Hour Workweek

80/20 Rule

Decide two meaningful things to accomplish

Email twice a day

37

Conclusion


Common Patterns

Bottom Up Planning (take care of days...)

Simple Top Down Plan - it will change

Adaptable more important than predictable

Don’t Just React - Make Active Choices

Feedback Loops

Encourage self-organisation

39


Conclusion

Great ideas cross boundaries between disciplines

Software has Borrowed from Everywhere

Agile techniques can be applied in any kind of business

Customer Focus, Deliver Early & Often, Simplicity (Product & Plans), Self-Organising

40

Ideas X Execution Derek Sivers [7]

• Awful -1

• Weak 1

• So-So 5

• Good 10

• Great 15

• Brilliant 20

• None $1

• Weak $1,000

• So-So $10,000

• Good $100,000

• Great $1,000,000

• Brilliant $10,000,000

€13.71

$500k

$200M


Next StepsDecide what aspects you are interested in

Read about them on wikipedia

Read the paper: Fitzgerald, Hartnett “Agile inside Intel” (short.ie/uehtqv)

Try some of the Patterns even on your personal work

Consider trying Scrum with your team

42

coclarity

Thank You

43

SCRUM

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