Agile Beyond Software
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The document discusses the application of agile methodologies beyond software development, highlighting the importance of communication, visibility, and collaboration. It outlines challenges faced, such as increased workload and the need for better planning and tracking, and emphasizes the role of tools like Kanban and continuous integration in addressing these issues. Key learnings include the significance of agile practices in changing human behaviors and the necessity of effective feedback for project success.
Agile Beyond Software
- 2. What We Did2
- 3. Who Are We?ReviewerDaniel Teng, CSM, CSPInfoQ EditorReviewerBill Li, Agile EvangelistCSM, CSPO, CSPTranslatorJackson Zhang, CSM, CSPTranslatorStone Shi, CSMInfoQ Editor
- 4. Dark age4Assumptions vs. Reality
- 5. Time to change – Nov. 15thCommunicationVisibilityPlanning and TrackingCollaboration & SynchronizationQuality5
- 7. Burndown7Check PointUnit of MeasureTimebox
- 8. Continuous Integration8Send to everyoneMessageChange that made
- 9. Continuous Integration9281 in total
- 10. Big Turning Point10Already far behind
- 12. 12Too much work undone
- 13. 13We are still late
- 16. 16New Done DefinitionRelease 10 chapter firstNew Work
- 17. 17One week lateMore work done
- 18. How Do We Solve Communication ProblemKanbanWeekly Sync MeetingStatusCommitmentImpedimentRetrospectiveContinuous IntegrationEmails 18
- 19. How Do We Plan And TrackSmall batch sizeChapter pointCommitment basedFrequent check pointVisualize the work19
- 20. Rules For Signing Up TasksReview as early as possiblePrefer chapter done to signing up new taskEveryone sign up any taskMake sure Kanban update to date20
- 21. Queue TheoryLittle’s Law for Queuing Theory21Total Cycle Time = Number of Things in ProcessAverage Completion Rate
- 22. Strategy for QueueLimit number of things in processIncrease average completion rateMake task smallerReduce variabilityArrivalProcessMore servers for one task queue22
- 23. Small is good23
- 24. Tools We UsedSpread sheetKanbanBurndownSubversionCruiseControl.NetSkypeEmail24
- 25. Can We Do Better?Educate the Product Owner/More PO involvementRelease by chapterInclude automated check to CI…25
- 26. What We LearnedAgile is not only for softwareMany agile practices change human behaviorsAgile tools help solve people problemsKey factors of project successEnsure communicationFeedback is goodSelf-organization works wellPrefer simple toolsInspect and adapt 26
- 27. Question?Bill: bill.li@ScrumChina.comDaniel: tengzhenyu@gmail.comJackson: zbcjackson@gmail.com Stone: choushi@gmail.com27
- 28. 28Thanks
Editor's Notes
- #3: Characteristic of the translationFix time, Sep -> Feb. 13Fix scope, 21 chapter+2 appendixesFix resources, Gang of FourWe like this classic book and believe agile community in China wants it, decide to contribute as volunteers
- #5: AssumptionsEvery body have access to latest versionThings will go smoothly, Every one will volunteer to sign up what to doWe are good at English and Chinese, good passion for Agile, Enough timeEmail (or Phone call) should me enoughRealitySomebody puts into google doc, somebody puts into subversion, emailActual velocity - One chapter per monthWhat you guys are doing?Less than 10 mails , No phone call
- #7: Show the spread sheetThe point on Nov 15Central Kanban file to help communicate&coordinate the tasks and what to doAvoid conflictingChapter as unit of workMake sure kanban file reflect the latest statusDone Definition
- #8: TimeboxWeekly sync meeting on Skypethree questionsIssues & ImpedimentAgreement on common terms such Epic, Theme, StoryHard sentences brainstorm, external dependency of MikeretrospectivePeer PressureLearn from fast feedbackChapter pointWhy only a rough estimate? Each chapter relative within the same rangeJust enough estimateDone DefinitionCheck pointPlanned velocity(1.5 chapter per week)More Commitment
- #9: In addition to email and weekly meetingWe use Continuous Integration check in comment to communicate, Important part of communicationUpdate burndown when commiting
- #10: 281 check-ins in total
- #11: Time to ChangeTrend visualized
- #14: Chapter Done over Task DoneFinished review, not acceptedBig dropBenefitSmall batch sizeTest early to get more knowledge as early as possibleWe are late – How to meet the deadline?
- #15: Bill and Daniel started to contributeAgree on 2 reviewer including J & SRole blurred, Real cross-functional team, real collaboration
- #16: Discovered more workAdded two Chapter pointsInitial releaseWe are late, we want to push to market before Scrum GatheringRelease 10 Chapters firstRelease review of the first 10 Chapters
- #17: New work: 2 pointsAll partsRelease 10 chapters, Because it is done, we can release anytimeDone Definition: Fix issues( new knowledge), make it better
- #18: One week late
- #19: KanbanTask coordinationMeetingWhere we are?Peer PressureLearning pointIssue resolved ASAPFail fast with less costEnable self-organizationProcess issueTask assignment and coordinationHelp each otherChange directionTeam strategy changeCross-functional – two reviewersChange done definitionCI HistoryCommunication and feedback tool - instantEmails as backup
- #20: Small batch End-to end chaptersBetter measurement of progress leads to more predictability and visibilityMore coordination pointless waiting, less bottleneck leads to faster flowFail fast, lower cost to fix problems, prevent future failuresCan release to publish house anytimeChapter pointJust enough planningCommitmentPeer presureFrequent check pointTimebox as learning point and sync pointBurndown to indicate the ideal vs realityFeel the pressureOnly measure DONE workVisualize the workKanban to visualize all the work to be doneResponsibility is clear
- #21: Review as early as possibleThe earlier to test, the shorter the feedback loop, the more we learnChapter doneOnly measure done work enforced WIPPrefer done story to sign up new taskEveryone sign up any taskNo bottleneckNo local optimization
- #26: PO is very happy about the resultPO is not used to new strategyIf every chapter done, then can release to PO to get early feedbackTerms check, common issues check to CI
- #27: Behavior change technique Kanban, Burndown, Regular check points More self-organizingCommunicationMeans - Weekly meeting, Continuous Integration, EmailsPush modelSpread knowledgeFeedback is goodTest early to get more knowledge, to learnTo communicate knowledge with whole teamSelf-organization is good Common visionLess role distinctionAvoid local optimizationOptimize the queueMore creative on processMore ownership