I don't do Agile, I AM Agile!
11 likes7,416 views
The document discusses the challenges organizations face when adopting Agile methodologies, specifically how strict adherence to prescribed practices can lead to inefficiencies and a lack of effectiveness. It emphasizes the importance of adapting Agile practices to the specific context of the team and project, rather than following one method rigidly. Key concepts highlighted include the need for continuous learning, feedback, and improvement, alongside the elimination of waste in the development process.
I don't do Agile, I AM Agile!
- 1. I DON’T DO AGILE, I AM AGILE! @BarryOReilly www.barryoreilly.com http://www.linkedin.com/in/barryoreilly
- 2. Who are ThoughtWorks? ! Enterprise Agile and Technology consulting ! Offices in US, UK, Germany, India, Brazil, China and Australia ! 1,800 people worldwide ! Martin Fowler, Jim Highsmith & Jez Humble ! Creators of GO!, Twist and Mingle
- 3. What will we cover?
- 4. Problems adopting and practicing Agile in organisations
- 5. Follow what is in the book – we’re Agile!
- 6. Agile project failing to deliver or live up to expectations
- 7. But we are doing everything X says to do
- 8. Maybe Agile isn’t for us It does not work A myth
- 9. Practices and Principles Agile – SCRUM – XP Lean and Kanban
- 10. SCRUM - Practices Meetings Artifacts ! Daily Stand Up ! Product Backlog ! Sprint Planning ! Sprint Backlog ! Showcase ! Burn Down ! Retrospective Roles Time-boxing ! SCRUM Master ! Sprint ! SCRUM Team ! Spikes ! Product Owner ! Users
- 11. XP – Practices Feedback Shared Understanding ! User Stories (Planning) ! Simple Design ! Whole team ! System Metaphor ! Test Driven ! Collective Code Development Ownership ! Pair Programming Continuous Process Welfare ! Continuous Integration ! Sustainable Pace ! Design Improvement ! Small Releases
- 12. Kanban ! Visualise The Workflow ! Limit Work In Progress ! Manage Flow ! Make Process Policies Explicit ! Improve Collaboratively
- 14. Instead of trying to do everything that’s prescribed Ask why are we doing it?
- 15. Do we need to do it? Does it work for the product we trying to build?
- 16. Reverse thinking
- 17. The best place to begin an intellectual journey is at its end – Russell Ackoff
- 18. Visionaries look ahead to a desired end Know where they want to be
- 19. Work backwards to find a way of getting there
- 20. Bad smells
- 21. To do more of what is not working now, is to do more of what will not work in the future
- 22. Trying to do the wrong thing right
- 24. How do we know?
- 25. Practices and Principles ! Agile – SCRUM – XP ! Lean – Kanban – Muda (Eliminating waste) – Amplify learning – Deliver as fast as possible
- 26. It is important that an aim never be defined in terms of a specific activity or method. – Edward Deming
- 27. Go Compare
- 28. Compare ! SCRUM ! XP ! Kanban 14 Practices 12 Practices 3 Practices - Time boxed - Iterative - Event Driven - Cross Functional - Developer centric - Specialist teams teams - No Roles Prescribed - Collective - Roles Prescribed Ownership - Add Items when - Cannot Add Items - Small releases capacity - Estimation Required - Planning game - Estimation Optional Prescriptive Adaptive
- 29. Focus on using the practices that suit the context Don’t simply stick with one discipline and one alone
- 30. Great idea! When do we start?
- 31. Day One to Last Day
- 32. Example
- 33. Day One ! Management felt need to control and manage team ! Showed a lack of involvement in the project (Agile too time consuming) ! Wanted progress reports every two weeks ! SCRUM by the book ! Time-boxing led to mini-Waterfall mentality ! Sprint planning meeting (taking hours and all team members) ! Build broken, still go to prescribed meetings ! Estimate in points, task in hours, Burn down in hours
- 34. Change perspective On Planned Demand
- 35. Change Going Forward Once Now On Planned Demand No Sprint Story Showcase Planning No Time Retro Reporting Box Trash Abstract Hours Sizing
- 36. Last Day ! Only formality – Showcase to external stakeholders – Report outwards on velocity covered since last report cycle ! Stakeholders – require continual engagement at story review and showcase – Forced to prioritised ! Developers – Story huddles meant they only review stories they work on – Focus on writing code, not hang out in meetings
- 37. What are the indicators for what practices to use?
- 38. What To Think About…. ! Project Brief – Green or Brown Fields – New Product Development – Heavy Lifting – Integration
- 39. What To Think About…. ! Organisation – Experience of Agile – Open to change – Culture – People need to feel secure, otherwise display defensive behaviour
- 40. What To Think About…. ! Hand over and collaboration – Always available – Not with team continually – Intermittently – Only attend schedule meetings
- 41. What To Think About…. ! Composition Of The Team – Co-located – Distributed – Same working hours – Different time zones
- 42. What To Think About…. ! Environment – Technology – Tools – Office Space – Desk Space
- 43. What To Think About…. ! Releasing – Automated or Manual – How often can you deploy? – On demand – Daily, Weekly, Monthly – Scheduled cycle
- 44. What To Think About…. ! Feedback loops – Stakeholders – Customers – Colleagues – Cannot improve if you do not get it
- 45. So back to SCRUM, XP or Kanban
- 46. ! SCURM ! XP ! Kanban 14 Practices 12 Practices 3 Practices - Time boxed - Iterative - Event Driven - Cross Functional - Developer centric - Specialist teams teams - No Roles Prescribed - Collective - Roles Prescribed Ownership - Add Items when - Cannot Add Items - Small releases capacity - Estimation Required - Planning game - Estimation Optional
- 47. Stop thinking about what discipline to use Starting thinking about what practice will be useful
- 48. ! SCURM ! XP ! Kanban 14 Practices 12 Practices 3 Practices - Time boxed - Iterative - Event Driven - Cross Functional - Developer centric - Specialist teams teams - No Roles Prescribed - Collective - Roles Prescribed Ownership - Add Items when - Cannot Add Items - Small releases capacity - Estimation Required - Planning game - Estimation Optional
- 49. - Time boxed - Iterative - Event Driven - Cross Functional - Developer centric - Specialist teams teams - Collective - No Roles Prescribed - Roles Prescribed Ownership - Add Items when - Cannot Add Items - Small releases capacity - Estimation Required - Planning game - Estimation Optional
- 50. Lean Thinking
- 51. There is nothing so useless as doing efficiently that which should not be done at all - Peter Drucker
- 52. Minimum amount to succeed
- 53. Muda – Eliminate waste – Not helping get rid of it – Using more tools, people or equipment than is needed – Software Development is a value creation process – Perfect process has no unneeded waste
- 54. Delivering as fast as possible – End goal is to deliver a product – Sooner the product is delivered – Sooner you get feedback – Sooner you can improve it
- 55. Amplified learning – Continuous learning process – Making mistakes and learning – Increased feedback
- 57. Is what we are doing valuable or slowing us down?
- 58. Is it relevant for what we are trying to do?
- 59. What purpose is it meant to serve - is it achieving it?
- 60. If we didn’t do it what would happen?
- 62. Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do
- 63. Learn more when things are wrong not right
- 64. Try things out Don’t be afraid to fail
- 65. Do not waste your failures
- 66. It's not FAILURE that we should celebrate - but the LEARNING that ensues
- 67. Kaizen Plan Act Do Check