Agile and semat v0.91
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The document discusses the integration of SEMAT (Software Engineering Method and Theory) with Agile methodologies, emphasizing the Essence kernel as a foundational model for software development that enhances flexibility and collaboration. It highlights the significance of practices like Scrum, user stories, and test-driven development in building customized ways of working, while advocating for continuous progress tracking and adaptation in agile teams. Various case studies illustrate how organizations like KPN and Fujitsu have successfully implemented these practices to improve project outcomes and governance.
Agile and semat v0.91
- 1. Copyright © 2013 Ivar Jacobson International SA. All rights reserved Agile and SEMAT – Perfect Partners Ivar Jacobson with Ian Spence and Pan Wei Ng
- 2. You all know what agility is Agile = Scrum Agile = Scrum + User Stories + TDD
- 3. 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: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 4. We know… Teams and organizations make too many unnecessary but simple mistakes There is no one-size-fits-all to software development We need a foundation for software development
- 5. SEMAT started to find a Common Ground – a Kernel • At the heart of the the SEMAT approach is the Kernel called Essence – a simple state-driven model of software development • It captures the small set of things that are universal to all software development endeavors; including the things that a team always has to consider or work with when developing software. • By adding Practices on top of the Kernel you create your specific Way of Working. • Practices such as Scrum, User Stories, Test-Driven Development, etc. • But that is not the subject of today.
- 6. The Essence Kernel Opportunity Requirements Stakeholder Software System Team Way of Working Work supports identifies performs and plans produces Updates and changes fulfills usesand consumes focusesscopesand constrains setuptoaddress CustomerSolutionEndeavor
- 7. Essence – the Kernel Opportunity Requirements Stakeholder Software System Team Way of Working Work supports identifies performs and plans produces Updates and changes fulfills usesand consumes focusesscopesand constrains setuptoaddress CustomerSolutionEndeavor
- 8. The alphas have states and checklists Opportunity Requirements Stakeholder Team Way of Working Work supports identifies performs and plans produces Updates and changes fulfills usesand consumes focusesscopesand constrains setuptoaddress CustomerSolutionEndeavor Software System Demonstrable Usable Ready Operational SoftwareSystem demonstrates quality characteristics required accepted for operational deployment in use in an operational environment Architecture Selected Retired addresses the key technical risks and any constraints proves architecture, concept and supports testing no longer supported
- 9. SEMAT and Essence made tangible COMMUNITY www.semat.org c a r d s & c h e c k l i s t s
- 10. Play the Games • You can play many games • http://www.ivarjacobson.com/alphastatecards/ Progress Poker Lifecycle Layout Chase the State Milestone Mapping Objective Go Health Monitoring Checkpoint Construction And more……
- 11. Applying the Essence Helping Agile Teams And Agile Organizations
- 12. Applying the Essence Helping Agile Teams And Agile Organizations
- 13. Learning Agile Software Development Learning (agile) software development • What to learn? • How to demonstrate that students have actually learnt? In Action: • KTH Royal Institute of Technology Benefits: • Cards define check points for student project work • Lightweight combination of theory and practice Reprinted by permission of the KTH Royal Institute of Technology, Mira Kajko-Mattson
- 14. Taking a holistic approach and exploiting the common ground All 7 CMU-SV practicum teams used different sets of s/w engineering practices Progress & Health • Measure progress & health of your teams regardless of practices selected. Avoiding Problems • Detect systemic problems early & take appropriate action Reprinted by permission of Cecile Peraire, CMU West
- 15. Getting Started Understanding where you are • What’s already been achieved? • What are the risks? In Action: • An internal coach in a large telecom. Product company. Benefits: • Detected risks in working with stakeholders.
- 16. Tracking Progress and Health http://sematacc.meteor.com/demo Pekka AbrahamssonDaniel Graziotin Reprinted by permission of Free University of Bozen Bolzano
- 17. More Tracking Progress and Health Tracking progress • How to communicate current state and to set sprint objectives Action: • Internet media development project with 6 teams Benefits: • Cards help to slice the requirements to set sprint goals • Cards define criteria for progressing through a Kanban
- 18. Inspecting and Adapting Inspecting & Adapting • Where are the bottlenecks? • How to improve? In Action • Consumer electronics (e-book) development Benefits 1. Cards help identify bottlenecks and describe new way of working 2. Members can start practicing new way of working immediately
- 19. Scaling Up Scaling Up • How to help large development team collaborate In Action: • Large development involving offshore members (50+200) developers Benefits: • Cards facilitate describing new way of working • Cards help new (feature) team leaders guide members 8 Core Patterns & Practices 10+20 OffShore Induction Learn, Demo 30+100 Even More Feature Team 20+50 More Feature Team
- 20. The Kernel provides a shared frame of reference The Kernel Many Ways of Working on the same kernel. Offshore Product Development Lean Offshore Architecture Use Case Internet Development Scrum User Story Acceptance Test Driven Lean Scrum Consumer Product Development Use Case
- 21. SEMAT for Agile Teams - Summary • Understand where you area and where you are going – Understand what needs to be addressed – Holistically track progress and health – Keep projects in balance and avoid catastrophic failures – Form good sprint goals and other objectives – Bring people together • Learn and share your way of development – Share and compare practices – Build effective ways of working – Define practice independent checkpoints, and lifecycles The Value of Essence
- 22. Applying the Essence Helping Agile Teams And Agile Organizations
- 23. KPN New Product Development Agile in a controlled environment NPD Rocket • From signed off documents to recognized achievements QA & Compliance • From bill of materials to results • From collecting specifications to filling in checklists
- 24. KPN New Product Development Agile in a controlled environment NPD Rocket • From signed off documents to recognized achievements QA & Compliance • From bill of materials to results • From collecting specifications to filling in checklists
- 25. KPN New Product Development Agile in a controlled environment NPD Rocket • From signed off documents to recognized achievements QA & Compliance • From bill of materials to results • From collecting specifications to filling in checklists
- 26. MunichRe: A common model and an individual way-of-working The challenge • Globally distributed Application Dev’t • High-levels of out- sourcing & off-shoring • Service organization The solution • Agile starter packs • Practice Exchange • Governance as a first class citizen
- 27. MunichRe: A common procedural model and an individual way-of-working The challenge • Globally distributed Application Dev’t • High-levels of out- sourcing & off-shoring • Service organization The solution • Agile starter packs • Practice Exchange • Governance as a first class citizen
- 28. Fujitsu: Building an Agile ALM Enabling Fujitsu’s industrialised delivery of application services • Encourages a lean approach to application services. • Empowers teams with tools and practices Benefits include: • Real-time visibility of status and progress • Integration of methods and tools saves time and cost whilst giving higher quality and productivity
- 29. Fujitsu: Building an Agile ALM Enabling Fujitsu’s industrialised delivery of application services • Encourages a lean approach to application services. • Empowers teams with tools and practices Benefits include: • Real-time visibility of status and progress • Integration of methods and tools saves time and cost whilst giving higher quality and productivity
- 30. Fujitsu: Building an Agile ALM Enabling Fujitsu’s industrialised delivery of application services • Encourages a lean approach to application services. • Empowers teams with tools and practices Benefits include: • Real-time visibility of status and progress • Integration of methods and tools saves time and cost whilst giving higher quality and productivity Cards and links in Jira
- 31. SEMAT for Agile Organizations - Summary • Define practice independent governance procedures and quality gates. • More readily and easily form teams and mobilize teams of teams. • Scale agile approaches across teams of teams and systems of systems. • Select enterprise level tooling.
- 32. Conclusion: SEMAT and Agile are Perfect Partners
- 33. Get the cards and play the games http://www.ivarjacobson.com/alphastatecards/ • Join the community and get involved • Become a supporter. Go to www.semat.org • Or read the book c a r d s & c h e c k l i s t s g ma es