Introduction to agile lean
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This document outlines an agenda for an Agile 101 training session. It includes exercises to teach Lean and Agile principles using a penny game. It then covers what Agile is and isn't, the Agile manifesto and principles, an introduction to Scrum framework including artifacts and roles. Planning, daily stand-ups, sprints, and retrospectives are discussed. A Lego Scrum game simulation is described to illustrate a Scrum process over three sprints with optimization of the team.
Introduction to agile lean
- 3. 3 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 4. 4 What are Lean Principles? And How do we implement them in Agile Lean Principles Implementation in Agile Eliminate waste Retrospectives, Feedback loops at every iteration Amplify learning Retrospectives, Feedback loops at every iteration Decide as late as possible Iteration Planning every 2 weeks Deliver as fast as possible Short Iterations Empower the team Servant Leadership, Team Collaboration Build integrity in Build Quality In: Continuous Testing & integration See the whole Cross functional teams, breaking down Silos Principles Values Process Practices (kata)
- 5. 5 Exercise: The Penny Game • Learn how to achieve more, by doing less • Work in your groups: One timekeeper and rest doing work Time box: 15 Minutes
- 6. 6 Exercise: The Penny Game (Continued) Round 1: • Each person flips all pennies, one at a time • Pass all the pennies to the next person when you are done • The time keeper will record the total time it takes everyone to flip all coins
- 7. 7 Exercise: The Penny Game (Continued) Round 2: • Flip each penny, one at a time • Pass each penny to the next person, one at a time • The time keeper will record the total time it takes everyone to flip all coins
- 8. 8 Exercise: The Penny Game (Continued) RETROSPECTIVE: Which way worked better? Why do you think that is?
- 9. 9 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 10. 10 The Real World… 3 things we wish were true: • The customer knows EXACTLY what he wants • The developers know EXACTLY how to build it • NOTHING will change along the way 3 things we actually live with: • The customer discovers what he wants • The developers discover how to build it • Many things change along the way
- 11. 11 What is Agile? • A philosophy about software development • A collection of Values and Principles that uphold that philosophy • A grassroots movement to change software development • Buzz Words: • Iterative • Incremental • Progressive Elaboration • Empowering • Collaborative • Experimentation • Transparent • Efficient
- 12. 12 Definition of Agile Agile “An iterative, incremental and disciplined approach to development of Products and Services, that emphasizes people, results, collaboration and responsiveness. It transcends mere practices and techniques.” “Using fast decision cycles to succeed under conditions of uncertainty and to create value.”
- 13. 13 Agile Is a Value Driven Model
- 15. 15 Agile requires Iterative and Incremental Delivery of Value
- 16. 16 Deliver “Slices of Value”
- 17. 17 What Agile is NOT Assumptions about Agile
- 18. 18 Common Misconceptions about Agile “Agile is cowboy programming with little documentation” “Our IT group is agile…” “It can’t work because we use _____” “Our company adheres to SOX, HIPAA, FDA, CMMI, or (insert compliance here)” 01 02 03 04 05 “I can’t commit to a date because we are agile”
- 19. 19 Assumptions about Agile Agile Is Agile Isn’t Disciplined Cowboy coding Just Enough Documentation No documentation Continuous planning No plan or process Value Sooner Guaranteed faster Self-organizing teams No management Highly collaborative Magic or a silver bullet Iterative Won’t work with Waterfall For the whole organization Just for techies Documentation is NOT obsolete. Documentation that doesn’t add value IS.
- 20. 20 Why Agile? Source: VersionOne State of Agile Survey 2016
- 21. 21 Benefits of Agile Source: VersionOne State of Agile Survey 2016
- 22. 22 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 23. 23 Agile Manifesto – The Values
- 25. 25 Break #1
- 26. 26 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 27. 27 Exercise: Application of Agile Principles • Identify few scenarios from your past experience where you noticed application of a specific Agile principle. • Discuss your findings with group which principle was applicable in what context.
- 28. 28 Scrum Framework: Artifacts and Events 24h SPRINT POTENTIALLY SHIPPABLE INCREMENT SERVICE & PRODUCT ADOPTION BACKLOG SPRINT BACKLOG SPRINT DEMO SPRINT RETROSPECTIVE
- 29. 29 SCRUM – The Process at a Glance SERVICE & PRODUCT ADOPTION BACKLOG SERVICE & PRODUCT ADOPTION BACKLOG BURNDOWN SPRINT BACKLOG SPRINT BACKLOG BURNDOWN IMPEDIMENT LIST SERVICE & PRODUCT ADOPTION BACKLOG DELTA REPORT SPRINT RETROSPECTIVE INCREMENT SPRINT REVIEW • Business Value Proposition & Funding • Contractual agreement • Product / Service Strategy and Vision • Product / Service Backlog and Bundles • Initial Scrum backlog/s (Service & Product Adoption) • Initial Scrum release plan/s • Resource Ramp Up SPRINT ‘0’ RELEASE n SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG DAILY SCRUM / DAILY WORK SPRINT RETROSPECTIVE
- 30. 30 SCRUM – The Process I SPRINT PLANNING MEETING The work to be performed during the Sprint is planned at the Sprint Planning Meeting. Collaborative work of the entire Scrum Team leads into a working plan. What can be delivered in the Increment resulting from the upcoming Sprint? How will the work required to deliver the Increment be achieved? SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK SCRUM PROCESS
- 31. 31 SCRUM – The Process II DAILY SCRUM CYCLE / DAILY WORK The Daily Scrum is a 15-minute time- boxed event for the Scrum Team to synchronize activities and create a plan for the next 24 hours. Team members explain: What did I do yesterday that helped the Team meet the Sprint Goal? What will I do today to help the Team meet the Sprint Goal? Do I see any stumbling blocks that prevent me or the team from meeting the Sprint Goal? SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK
- 32. 32 SCRUM – The Process III INCREMENT / FINISHED WORK The Increment is the sum of all the Backlog items completed during a Sprint, including the value of the Increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done“. The resultant increment must be in a useable condition regardless of whether the Service and/ or Product Owners decide to actually release it. SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK
- 33. 33 SCRUM – The Process IV SPRINT REVIEW A Sprint Review is held a the end of a Sprint to inspect the Increment and adapt the Service & Product Adoption Backlog if needed. During this meeting, the Scrum Team and stakeholders collaborate about what was done in the Sprint. The Sprint Review is not a status meeting. SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK
- 34. 34 SCRUM – The Process V SPRINT RETROSPECTIVE The Sprint Retrospective is an opportunity for the Scrum Team to inspect and create a plan for improvement to be carried out during the next Sprint. The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. Purpose: Inspect how the last Sprint went with regard to people, relationships, process and tools. SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK
- 35. 35 SCRUM – The Process VI UPDATE SERVICE & PRODUCT ADOPTION BACKLOG The Service and Product Adoption Backlog is an ordered list of everything that might be necessary in the service and the specific product. It is the single source of requirements of any changes to be made to the service and specific product. The Service and Product Adoption Backlog is dynamic, it is never complete. It constantly changes to identify what the end-to-end service and specific product need to be appropriate, competitive and useful. SCRUM PROCESS SPRINT PLANNING MEETING UPDATE BACKLOG INCREMENT SPRINT REVIEW SPRINT RETROSPECTIVE DAILY SCRUM / DAILY WORK
- 36. 36 In Summary: • Each sprint has a fixed duration “time-box” • Each sprint delivers working, fully tested code • Only the team can do a pull from backlog • Team cannot plan to exceed their capacity • Team sync up on sprint goals during daily standup • Core team size cannot be dynamic • Team stays together for extended duration Scrum is lightweight yet, like rugby, needs rules to ensure correct flow. It is the responsibility of the Scrum Master to ensure adherence to the agreed rules. Scrum Values Commitment, courage, focus, openness and respect
- 37. 37 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 38. 38 SCRUM - Team SERVICE OWNER A person responsible for maximizing the value of the Service and the work of the Scrum Team (Service Backlog and determination of priorities) SCRUM TEAM Professionals who do the work for delivering a potentially releasable Increment of “Done“ software at the end of each Sprint. The software is coded and tested. Self-organizing, cross-functional SCRUM MASTER A person ensuring that Scrum is understood and enacted. Expert in the Scrum Process and monitors the Scrum Team progress PRODUCT OWNER A person responsible for ensuring Product adoption of the Service and maximizing the value of the Product (Product-specific Backlog and determination of priorities) SUPPORTING SMEs Professionals who work on the enabling elements of a Service and/or Product Adoption SERVICE ANALYST A person who defines Service Level Requirements, Use Cases and User Stories. Supports UAT. BUSINESS ANALYST A person who defines Product Adoption Level Requirements, Use Cases and User Stories. Supports UAT. AGILE COACH A person leading and coaching the organization in its Agile and Scrum adoption. PROGRAM MANAGER (SERVICE AND PRODUCT) A person who manages and resolve Interdependencies and aligns enabling activities to support team. Also involved in monitoring and tracking of velocity and other health indicators
- 39. 39 Break #2
- 40. 40 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 41. 41 Lego Scrum Game: Goal- Make Money based on Quantity, Batch Size & Price Sys Admin provisions team with environment Business Owner adjusts Market Demand in each sprint Team tries to make money by creating batches (user stories) in each sprint
- 42. 42 Lego Scrum Game: Three Sprints Simulations • Sprint 1: Cyclical value delivery– with Scrum • Sprint 2: Agile Transformation – optimizing Scrum team • Sprint 3: Optimizing flow of value
- 43. 43 Lego Scrum Game: Characters in the game • Each Scrum teams have characters associated: 4 Dev, 2 Testers, 1 Scrum Master and 1 Product/Service Owner • Each scrum team has 3 Ops team members: 1 Release Engr, 1 Sys Admin, and 1 Security Engr • Each Scrum team has 1 Business Owner associated.
- 44. 44 Lego Scrum Game: Definition of Done • Each package contains: • one Lego animal • one chocolate candy • Type of animal as per user story. • Each animal has a label with a unique number between 1 & 120 • white numbered labels in all sprints Sample animals: A lion and a horse
- 45. 45 Lego Scrum Game: A Batch = A User Story Shippable As A Deployment Package • LEGO animal = software tasks • Chocolate = user documentation User Story Deployment package Five small individual packages with a LEGO dog and a chocolate
- 46. 46 Lego Scrum Game: Sprint 1- Cyclical Value Delivery with Scrum Rules for Sprint 1: • Sys Admin creates development environment for team • Dev creates animal • QA labels animal with a unique numbered label & attaches a chocolate to put it into small package with that chocolate. • QA will create Deployment Package (“batch”) with such small packages • QA hands off the deployment package to Release Engineer. • Security Engineer then conducts security checks at Operations table. • Scrum Team and Ops team both operate within the boundaries of their roles. Product/Service Owner instructions: • Product/ Service Owner specifies work for the sprint, e.g. 1 batch of dogs, 2 batches of cats, etc. • Once batches produce desired quantity, Release Engineer takes deployment package to Business Owner. Scrum Master manages time-box: • Planning: 2 min (to plan work for the sprint) • Execution: 8 min (to hand-off deployment package and run security checks. If possible, Demo: 2 min, and Retrospective: 1 min)
- 47. 47 Lego Scrum Game: Sprint 1- Group Level Debriefing
- 48. 48 Lego Scrum Game: Sprint 2- Optimizing the Scrum Team Rules for Sprint 2: • Dev and QA are not siloes anymore • Cross-train Developers and Testers • Everyone now creates animal and attaches a chocolate to it • Invite Sara Security into Scrum Team – learn about security issues before implementation. • Security Engineer tells what not to put into the Deployment Package • Everyone puts white label on the animal with a unique numbered white label & puts it into small package with that chocolate. • First release into production. Only release engineer can deploy. • Everyone will create Deployment Package (“batch”) with such small packages • Everyone hands off the deployment package to Release Engineer. • First release into production. Only release engineer can deploy, since packages are bug-free. Product/Service Owner instructions, same as sprint 1: • Product / Service Owner specifies work for the sprint, e.g. 1 batch of dogs, 2 batches of cats, etc. • Once batches produce desired quantity, Release Engineer takes it as deployment package to Business Owner. Scrum Master manages time-box: • Planning: 2 min (to plan work for the sprint) • Execution: 8 min (to hand-off deployment package and run security checks. If possible, Demo: 2 min, and Retrospective: 1 min)
- 49. 49 Lego Scrum Game: Sprint 2- Group Level Debriefing How was your experience? What was different in Sprint 1 and Sprint 2?
- 50. 50 Lego Scrum Game: Sprint 3- Optimizing the system with Agile Transformation Rules for Sprint 3: • Improving the flow: • Dev and OPs are not siloes anymore • Building T-shaped skills • At the start of Sprint 3, players will cross-train each other and exchange red & green labels to indicate completion of cross-training on their name tags. Now they are able to play additional roles in the overall process. • Right after the cross-training is complete, introduce two more changes to the game: • Batch size = 1 • Team agreed to move to “one-piece flow”, no more large user stories • Simplified deployment process • Now instead of building a task in a small package and then assembling all tasks in a deployment package, the task will be built directly in a single deployment package –for a simplified, automated deployment. • Everyone who has been cross-trained by Robert Release Engineer can now deploy into production. • Accelerating the Feedback • Simplifying deployments • Continuous Delivery
- 51. 51 Lego Scrum Game: Sprint 3- Group Level Debriefing How was your experience? What was different in Sprint 1, Sprint 2 & Sprint 3?
- 52. 52 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 53. 53 Artifact: Product/Service Backlog • Owned by Product Manager (Service Owner) • Ordered list of all desired features • Expressed such that each item has value to users • Estimated – in points - by the team • Reprioritized as needed
- 54. 54 Artifact: Sprint Backlog • Owned by TEAM • A group of User Stories selected BY TEAM from Product / Service Backlog to complete in a Sprint • All tasks necessary to deliver each User Story are identified and estimated in hours • Stories are estimated in story points, which establishes team level Velocity Product / Service backlog
- 55. 55 Artifacts: Scrum Board, Sizing Board and Burndown Chart -200 -100 0 100 200 300 400 500 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual
- 56. 56 Artifact: User Stories • Features in a Product Backlog are expressed in User Stories. • A User Story describes a single feature in terms of a user interaction in a way that specifies the role, the requirement and the purpose. • User story has multiple Acceptance Criteria (AC’s) associated with it. User Stories should be: • Independent • Negotiable • Valuable • Estimate(able) • Sized • Testable As a <user role>, I want <requirement> so that <purpose> The 3 C’s of A User Story©: Card – The User Story can fit on an index card Conversation – User Stories are a promise for a future conversation Confirmation - Team needs to understand what it will take for customer to accept User Story ©Ron Jeffries
- 57. 57 Artifact: The Release Plan Description • Once Product/Service Backlog is created & groomed, team groups stories for a “Release” (a time-box) • Team will use initial capacity (or known velocity) to organize stories into Sprints for that Release • Release Plan is created during Service/Product level planning and re-visited at each Sprint planning Timing & Duration • Sprint 0 (last week), from 4 hours to 3 days, depending on scope and sizes of portfolio items
- 58. 58 Scrum requires Definitions of Ready & Done Ready • Enterprise definition • Team-level definition • Prevents teams from committing to work that cannot be completed in Sprint Done •What should Product / Service Owner check to mark a story as done? •Enterprise-level definition •Team-level definition Ready Example • No known dependencies • Story & Acceptance criteria defined and understood • All tools and skills required are on the team • Story can be or is sized • Story will take less than half a sprint to complete Done Example • Acceptance criteria met • No known defects • Relevant and necessary documentation updated • Test cases automated • Integration testing complete • Scheduled for Release
- 59. 59 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 60. 60 Planning is continuous- begin with the end in mind
- 61. 61 Agenda Lean Thinking with Penny Game Agile Thinking with Scrum2 Agile- What it is and isn’t, and Why should we care?a Agile Manifesto (Values) and Principlesb Introduction to Scrumc Artifacts in Scrumf 1 Agile Roles and Responsibilitiesd Various levels of Planning in Scrumg Scrum Ceremoniesh Lego Scrum Gamee
- 62. 62 Event: Backlog Grooming Description • Product/Service Owner continuously grooms stories to refine product/service backlog for next sprints • Ideally, teams will have anywhere from 2-5 sprints worth of stories that meet “Definition of Ready” • A healthy, groomed backlog is the responsibility of the whole team • For each story, the team sizes how big it is relative to other stories on the backlog • Story Points are neither consistent nor normalized from team to team • Story Points are indicators of effort, complexity and risk • Relative “points” are the most common unit of sizing: • 1, 2, 3, 5, 8, 13, 20 (modified Fibonacci series) Timing & Duration • Usually mid-Sprint or weekly • 2-4 hours per Sprint
- 63. 63 Event: Sprint Planning Description • Meeting to elaborate, task out high value stories that meet “Definition of Ready” • Task Board is built with stories TEAM has accepted into Sprint • Tasks meet Acceptance Criteria of User Story • Sprint Goal is defined and committed to Timing & Duration • Beginning of each Sprint (same time) • 2-4 Hours Attendees • Team, Product/Service Owner & Scrum Master Artifact • Committed Sprint Backlog & Task Board
- 64. 64 Event: The Daily Stand Up Description • Daily team meeting to answer the following questions: • What did we do yesterday to get closer to our Sprint Goal? • What will we do today to get closer to our Sprint Goal? • Is anything blocking our way from meeting our Sprint Goal? Timing & Duration • Daily (same time) • 15 Minutes or less Attendees • Scrum Master • Team Members • Product/Service Owner Artifact • Updated Task Board
- 65. 65 Event: Sprint Demo Description • Team demonstrates working software (accepted Stories) to stakeholders for feedback. • Review improvements and impediments from the Sprint, update Product/Service Backlog • Update release plan based on Sprint results Timing & Duration • End of each Sprint (same time) • 1 hour Attendees • Team Members • Product/Service Owner • Scrum Master • Stakeholders
- 66. 66 Event: Sprint Retrospective Description • THE most important Scrum event • Team meets to evaluate the last Sprint to identify what went well and what they can improve • Actions and commitments are made to improve performance Timing & Duration • End of each Sprint (same time) • As long as it takes Attendees • Team Members • Product/Service Owner • Scrum Master Artifact • Added to backlog to capture improvement/action for the team
- 67. Thank You
Editor's Notes
- #5: Without Lean Thinking, you really can’t be Agile! Lean Thinking provide a compass for good decision making Peeling the onion: Lean -> Thinking/Principles Agile -> Mindset/Values Scrum -> Process/Framework XP -> Engineering Practices
- #25: Self organizing Ruthless prioritization Collaboration
- #42: In this game, we will run 3 – 10 minutes sprints simulations. By the end of last sprint, we will transition from cyclical to continuous value delivery and will get a taste of Agile & DevOps cultural transformation!
- #43: In this game, we will run 3 – 10 minutes sprints simulations. By the end of last sprint, we will transition from cyclical to continuous value delivery and will get a taste of Agile & DevOps cultural transformation!
- #44: In this game, we will run 3 – 10 minutes sprints simulations. By the end of last sprint, we will transition from cyclical to continuous value delivery and will get a taste of Agile & DevOps cultural transformation!
- #45: In this game, we will run 3 – 10 minutes sprints simulations. By the end of last sprint, we will transition from cyclical to continuous value delivery and will get a taste of Agile & DevOps cultural transformation!
- #46: In this game, we will run 3 – 10 minutes sprints simulations. By the end of last sprint, we will transition from cyclical to continuous value delivery and will get a taste of Agile & DevOps cultural transformation!
- #47: Sprint 1: Dev and Ops are silos Everyone operates within the boundaries of their roles. Sys Admin controls release schedule
- #48: How was your experience? Scrum Teams, how many user stories you delivered? This is great! Why are the customers unhappy? Business Owners, did you get any products delivered to you? Observers, would you like to share you observations? It took a long time to start – getting the stories, building environments… Then security testing at the end caused delays and rework. Team built potentially shippable products, but wasn’t able to deploy due to the code freeze. Effectively, they were not getting any feedback! Why do you think there IS a code freeze? This is a function of deployment process being manual, brittle and potentially causing service disruption. With the Water-Scrum-fall it gets expensive to deliver changes and making them live in production. One of the advantages of embracing DevOps , is that you are able to re-define that!
- #49: Sprint 2: 1. Cross-train Developers and Testers - address dev process bottlenecks. 2. Invite Sara Security into Scrum Team – learn about security issues before implementation. 3. First release into production. Only release engineer can deploy.
- #50: How was your experience? What was different in Sprint 1 and Sprint 2? Observers, what were your observations? What about the first deployment? Robert release was working really hard to get all the stuff into production!
- #51: Sprint 3: Improving the flow: Building T-shaped skills Reducing batch sizes. Accelerating the Feedback: Simplifying deployments Continuous Delivery
- #52: How was your experience? What was different in Sprint 1, Sprint 2 & Sprint 3? Observers, what were your observations? What about the deployments? Dev & Ops worked together really hard to get all the stuff into production!