Edgy Agile Things That You May Not Have Heard Of: Melbourne Agile and Scrum meetup version
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The document discusses innovative and lesser-known concepts in agile methodology, including various tools like the business model canvas, product canvas, and techniques such as lean startup practices. It explores strategies for achieving better collaboration and retrospectives within teams, emphasizing continuous integration and resilience in system design. Additionally, it provides links to resources and practical applications for these agile principles, aiming to enhance productivity and adaptability in software development.
![Solution-Focused Goal-Driven
Retrospectives
1. "Imagine that a miracle occurred and all our
problems have been solved. How could you
tell? What would be different?”
2. "If 10 is the ideal and 0 is where nothing is
working, where are we now?”
3. "What are we already doing that works? That is,
why are we [for example] 5 rather than 0?”
4. "Using the resources we have, what can we do
to move one step closer to 10?"
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Edgy Agile Things That You May Not Have Heard Of: Melbourne Agile and Scrum meetup version
- 1. Edgy Agile Things That You May Not Have Heard Of Jason Yip @jchyip j.c.yip@computer.org http://jchyip.blogspot.com
- 2. Business Model Canvas? http://www.businessmodelgeneration.com/canvas
- 15. “the minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.” http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
- 17. Magic Test “…simply to put up a web page that says ‘Do you have this problem? I’m going to solve it for you.’ And not really specify, be a little vague on how you’re going to solve it. You’re basically saying ‘I’m going to solve it by magic’. And then see if people sign up and with those people that sign up then you want to engage in dialog with them. We always say ‘If you can’t sell magic, you definitely can’t sell your product’…” http://mixergy.com/eric-ries-lean-startup-interview/
- 18. http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_ms karin.pdf
- 19. Detective’s Blackboard http://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/ “This is the team’s external brain.” http://www.infoq.com/interviews/belshee-shore-mmf
- 20. Retrospectives • What did we do well, that if we don’t discuss we might forget? • What did we learn? • What should we do differently next time? • What still puzzles us? http://retrospectives.com/pages/RetrospectiveKeyQuestions.html
- 21. sheet. They are intended to stimulate discussion. software development" Steve McConnell You might, or might not agree with the quotes along the edge of the John Maynard Keynes path to a solution.” - Ward Cunningham "Stable requirements are the holy grail of “It is better to be roughly right than precisely wrong.” - “What is simplicity? Simplicity is the shortest change them yourself.” -- Andy Warhol They always say time changes things, but you actually have to "Ugly programs are like ugly suspension bridges: they're much each idea. more liable to collapse than pretty ones" Eric Raymond many of you agree with count (and record) how re pos de as mt on thi . doing? he n inclu the lis k bette next all ideas then quickly Wri t to wo erently you w o sprin do di f thing should stop sibl cou e a list Make a long list, include se e s Mak o diffe el lti te 9. anything you e - a any id sheet or cu ld Is there keep doing. e iffi D t. elin e d is u t lea 8. Stop ee th yo you did which you want to im th g in did sh t r rd ff ur s st 4 s as Make a list of all the things Enough? e o th eco have you left? r d tie s t? te ul tie r 7. Keep R ! ea ent How much time s This way round... rin un iffic ul r sp nco t d ffic s e ha Di Retrospective Dialogue Sheet (Sprint) W 6. , t rin te Sp da shorter: ʻ "The maxim ʻ d en question reader lead Remember to let the "Typing is not the bottleneck" Kevlin Henney Paralysisʻ Winston Churchill the discussion Nothing avails but perfectionʻ ." http://www.softwarestrategy.co.uk/dlgsheets/ From the list in #8, choose 10. of work better? do, to make the next piece 3 things you will do, or not may be spelt be the greatest successes Action plan the timeline or write it on What do you consider to Highlight successes on 5. Successes I do and I understand.” -- Confucius “I hear and I forget. I see and I remember. of this sprint? "Most teams are so far from good enough that perfection and good enough are effectively the same thing" Jason Gorman the sheet. Nearly there.... good. Talk about both sides on significant and memorable You don't have to agree is everything, discussion of the argument see in the world." Mahatma Ghandi "We need to be the change we wish to #3 ..................... #2 ..................... #1 ..................... Create a timeline for the sprint Mark the start and end of the sprint (iteration) then mark you are considering in the shortest schedules, lowest costs, and best customer satisfaction levels." Capers Jones 4. Create a timeline "projects with low defect potentials and high defect removal efficiency also have the space above. But it is, perhaps, the end of the beginning." Winston Churchill "Now this is not the end. It is not even the beginning of the end. events. Everyone who took part 11. should sign here. agrees with the actions in this exercise, and Sign-up This way round... Use this space however you like notes, www.dialoguesheets.com ideas, comments and suggestions. Does everyone agree to working on this sheet? Send feedback to: feedback@dialoguesheets.com Please tell us about your experience using this sheet. follow Kerth's Prime apportion blame. Focus on the Directive (left) while cause of problems and not the The aim of this sheet is to find better way of working, not to individuals involved. .................. .................. .................. .................. .................. .................. .................. .................. The team "Insanity: doing the same thing over and over again 3. Set up t ar and expecting different results." Albert Einstein t ts rin Sp ate d B in T fo p te h i r e 1. Start here 2. Set up e er iv v , ct sco uly st l eo p nd e s d e y o a r rge le d al i o This is a dialogue sheet, it is designed to Make sure everyone ire di tr be t ea mo r t . I for ogu u D e d a e w an the h er c re ha f y gr e b promote good conversation. has a pen to write on im at d id n w r h s to h g se n 8 ou ou she e Pr wh tan d ve o rce a w ro p h p g this sheet. 's of rs ne gi his u at ct or up ara the ave s of et is in Team members should seat themselves equally io k n th s de yo d, e, eso on n on a s te sp a 2 t er s n er ul r i pl g g o an an epa rou lit in rou 8 around the sheet so each question can be read K rdle st u ev co tim he uat s d r p p Agree how long you will a u at e he , t sit at co ate s, two by at least one person easily. Take one question eg m h sh t t s R we ve t or n a ilitie the . Fix the problem, not the blame. th mp sh giv Th ast and urs. e en are eet e at a time, skip questions if you like. The spend working on this lie he ow ab nd nd at plete o ho c om v er is s one ma be job kn nd e, a ha le d. person closest to the question should read out sheet and write it in this l o he as a b w kills aila et h ou r be oal of this the question and take notes of the discussion. box: tw wil s av The g to help l ta to is sheet er Each person should get a chance to read and d bett ke you fin orking. y ways of w note at least one question. (c) Software Strategy Ltd, 2010-2011 - Permission granted for individuals and Created by Allan Kelly Based on ideas from Royal Institute For more dialogue sheet downloads, printed sheets and organization to print and use this sheet for their own purposes. Copying to http://www.allankelly.net of Technology, KTH, Stockholm third parties, modification, redistribution and sale of this sheet is not permitted. information see http://www.dialoguesheets.com
- 22. Solution-Focused Goal-Driven Retrospectives 1. "Imagine that a miracle occurred and all our problems have been solved. How could you tell? What would be different?” 2. "If 10 is the ideal and 0 is where nothing is working, where are we now?” 3. "What are we already doing that works? That is, why are we [for example] 5 rather than 0?” 4. "Using the resources we have, what can we do to move one step closer to 10?" http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html
- 23. Idealised Design • The system was destroyed last night • No science fiction, technology available now • How things should be, not how things could be http://www.organizationaldynamics.upenn.edu/node/2008
- 25. Continuous Testing “What is continuous testing? It’s turning the knob on Test Driven Development up to 11, by automatically running the tests on every save.” http://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained http://topfunky.com/clients/blog/autotest-tm.mov
- 26. Guantanamo “Do you have problems maintaining high test coverage? All code is guilty until tested innocent. Send the untested code to Guantanamo!” http://docs.codehaus.org/display/ASH/Guantanamo
- 27. Mutation Testing “Why just think your tests are good when you can know for sure? Sometimes Jester tells me my tests are airtight, but sometimes the changes it finds come as a bolt out of the blue. Highly recommended.” Kent Beck http://jester.sourceforge.net http://en.wikipedia.org/wiki/Mutation_testing
- 28. Chaos Monkey “One of the first systems our engineers built in AWS is called the Chaos Monkey. The Chaos Monkey’s job is to randomly kill instances and services within our architecture. If we aren’t constantly testing our ability to succeed despite failure, then it isn’t likely to work when it matters most – in the event of an unexpected outage.” http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html
- 29. Game Day “Gameday is an exercise designed to increase resilience through large-scale fault injection across critical systems where resilience is seen as the ability of a system to adapt to changes, failures, & disturbances. By “system”, he means: people, culture, processes, applications & services, infrastructure, software and hardware.” http://server.dzone.com/videos/creating-resiliency-through
- 32. Act First, Research Later “Let me summarize. Yes, I believe that research is important, but it does not have to be done at the start of a design project. It can be done far ahead of time, or even just afterwards. Good designers should always be engaged in observation, in mentally reviewing and creating artifacts, in sketching, writing, planning and thinking. As a result, when the time comes to act, they can do so without appearing to need research, but only because of the accumulated wisdom they draw upon.” Don Norman http://www.core77.com/blog/columns/act_first_do_the_research_later_20051.asp
- 34. Lean Startup for Change 1. Identify an organisational problem 2. Propose a hypothesis for change 3. Identify assumptions in hypothesis 4. Design Minimal Viable Changes to test assumptions 5. When “value hypothesis” has been refined, switch to validate the “growth hypothesis” http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/
- 35. Mind share strategy for organisational change “Should we expect that there would be different effective strategies for organisational change depending on whether we are in a position of strength vs weakness? Strength in New Lanchester Strategy refers to numerical strength. In our case, instead of troop numbers or market share, I propose that strength in the organisational change context is about mind share, that is, how many people desire the new idea and/or behaviour you are trying to introduce.” http://jchyip.blogspot.com.au/2012/08/mind-share-strategy-for-organisational.html