Xanpan extended presentation
6 likes3,943 views
Xanpan is a hybrid agile methodology that combines elements of Kanban and Extreme Programming (XP). It is described as team-centric and emphasizes continuous flow, small batch sizes, visualizing work, and quality. Some key practices include using XP technical practices like test-driven development, breaking stories into tasks, estimating in story points, applying work-in-progress limits, and having regular iteration cycles with deadlines. The methodology aims to take the best of Kanban and XP while allowing teams flexibility in customizing their process.
Xanpan extended presentation
- 1. allan kelly Twitter: @allankellynet - #Xanpan http://www.softwarestrategy.co.uk Xanpan Extended Version Pronounced “Zan-pan” What do you get if you cross Kanban with Extreme Programming? DevWeek London April 2014 Team Centric Agile
- 2. Allan Kelly… Chapters in… • Business Analysis and Leadership, Pullan & Archer 2013 • 97 Things Every Programmer Should Know, Henney, 2010 • Context Encapsulation in Pattern Languages of Program Design, vol#5, 2006 Consulting on software development & strategy Training for Agile Author – Changing Software Development: Learning to be Agile (2008, Wiley) – Business Patterns for Software Developers (2012, Wiley - ISBN: 978-1119999249) – Xanpan: Reflections on agile (work in progress) https://leanpub.com/xanpan
- 3. Sorry, we’re talking about Agile!
- 4. Look beyond the label Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (http://flickr.com/photos/22195940@N00) Creative Commons License
- 5. Agile, Agile methods & the Agile toolkitThe State of Agile (our objective) •Quick on our feet •Respond to change rapidly •Deliver quickly The Agile toolkit •Test Driven Development, Refactoring •Iterations, Time boxing •Retrospectives, .... Scrum XP DSDM Kanban ... Agile Methods Promise to create the state of Agile
- 6. We don’t need another Methodology
- 7. Choose your Cola Kent Beck XP-Cola Ken & Jeff’s Scrum-Cola David Anderson Kanban-Cola Allan Kelly - Xanpan-Cola
- 8. Xanpan is… • A cross between Kanban & XP • An example – Hybrid method – Make your own – Inspiration to make your own • Team centric Agile software development • The way Allan Kelly suggests you do things
- 9. Where did Xanpan come from? • Experience (Lean+XP) – Blue-White-Red • Kanban • XP • Plus – Seeing others – Reports of other cross-overs • Making sense of what I see XP Kanban & Lean 1 First concept XP Kanban & Lean Product Management 2 XP & Scrum Kanban & Lean Product M anagem ent O therstuff 3
- 10. Principles • Iteration routine (deadlines) • Invest in Quality / “Quality is Free” • Visualize (see to learn) • Dis-economies of Scale (small batch size) • Emphasize Flow (Level, Span, Constrain) • Team Centric – Planned & Unplanned work – #NoProjects • Goodhart’s Law • Constructivism learning
- 11. Practice 1. XP Technical practices: TDD, CI, etc. 2. Teams can work on more than 1 stream – Flow multiple projects/product to 1 team 3. Break Stories to Tasks – Colour code work – Estimate in Points – Small is better - Think Small! 4. Benchmark against self – Velocity Not Commitment
- 12. Practices 5. Flow – Use Product “Ownership” (Product Management & Business Analysis) to restrict flow – Apply WIP limits – Absolute Prioritization 6. Planning levels (horizons) 7. Pick’n’Mix 8. Action over words
- 13. Practices 9. Fit work to the time – Deadlines are good – Limit WIP 10.Evolutionary change – Small Bangs are OK – but Big Bangs are bad
- 14. Some detail….
- 15. Team Centric
- 16. Sausage Machine Requirements & Specifications go in Working Software Comes Out
- 17. One Team • Many projects • Many pieces of work • Focus on Flow
- 18. Teams • Keep teams together – Why break up successful teams? – (Corporate Psychopathy) • Flow the work to the team • Stable teams – Improve performance – Velocity/estimation can become predictable
- 19. • Less susceptible to variability • Loosing a member isn’t so bad • Growing team more efficient • More predictability • Easier to staff with all the skills • 4 to 15 people – Everyone! – Coders, Tester, Analysts (PO) and anyone else needed! Bigger Teams Better
- 20. Quality
- 21. Quality… makes all things possible Philip Crosby "Quality has much in common with sex. • Everyone is for it. (Under certain conditions of, course.) • Everyone feels they understand it. (Even though they wouldn't want to explain it.) • Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow.) And, of course, most people feel that all problems in these areas are caused by other people."
- 22. Quality -> Quicker Capers Jones, 2008 Applied Software Measurement For a large project, the cost of producing paper documents is more expensive than the code itself. But outranking both paper and code, the cost of repairing defects is the most expensive single activity. Projects with low defect potentials and high defect removal efficiency also have the shortest schedules, lowest costs and best customer satisfaction levels
- 23. Quality core
- 24. What qualities are important to you?
- 25. Iterations
- 26. Thursday Friday Monday Tuesday Wednesday 2 week routine Thursday Friday Monday Tuesday Wednesday Release Thetestofyour process • Every 2 weeks you have a shippable product • (at least) • Whether you ship or not is a marketing decision
- 27. Thursday Friday Monday Tuesday Wednesday Iteration - 2 week routine Thursday Friday Monday Tuesday Wednesday Work Release Demo Prioritization Breakdown Agreement
- 29. Iterations & Flow • Iterations bring structure But • Strict iterations break flow – “Story must be finished in sprint” – “Story cannot be bigger than a sprint” – Sprint tail overwhelmed by finished stories – Testers drop standards • Strict iteration – Difficult at first – learn to think small
- 30. Iterations & Flow • Stories spanning sprints levels work – Break down stories to tasks – Tasks only counted when completed – When all tasks done, Story done • 3 Strikes and you are out! – Story span 1 Iteration, OK, good – Story spans 2 Iterations, umm… Red Flag – Story spans 3 Iterations, Out! Story too big
- 31. Deadline are good • Humans are – Very bad at estimating time – Very good at meeting deadlines • So harness deadlines – 2-week iteration deadlines – Work to the deadline – Synchronize on deadlines – Flex the work within the deadline
- 32. Unplanned work allowed • Seek value • Reflect reality • Nothing wrong with late work – Just because work arrives late does not mean it is less valuable – Late breaking work may be more valuable
- 33. Planned & Unplanned work • Work planned in planning meeting • Unplanned work allowed at any time – Tag it, e.g. Yellow card – Retrospective estimation • At end of the iteration count points unplanned – Graph/Track planned v. unplanned – Incorporate into planning velocity
- 34. Breakdown • In planning meeting • Part – Software Design – Requirements elicitation – Opportunity to reduce scope – Estimation exercise Image from Paul Goyette, Creative Commons License http://commons.wikimedia.org/wiki/File:Wrecking_ball.jpg
- 35. Epic StoryStoryStoryStory Discouraged but accepted Blues – Stories • Business facing • Have business value/benefit • Deliverable in own right • Deliverable sometime soon • Typically software feature but anything which brings value – documentation, etc. TaskTaskTaskTask Whites – Tasks • Typically developer tasks • No business value alone
- 36. Yes, Estimation I’ve come to like Planning Poker but choose your own poison • Estimate White tasks in planning meeting – Ball-park estimate Blues • Estimates in Points – Your currency £ $ € – One currency – Forget hours • Estimation helps design thinking
- 37. Estimates are for the team • How much work to put in next iteration – Are we taking on too much? • Assist breakdown – Breakdown is design • Estimates allow for red-flags
- 38. Estimation worthwhile? “I can bring a project in to the day”• For scheduling? Perhaps – Some teams report good results – Some teams placebo effect – Long run average accurate enough • Provides Developers with safety valve • Useful input to design process (Forget actuals – retrospective estimates)
- 39. Estimation… • For work within 3 months can be – Generally right – Useful in designing & scheduling • Effort estimates beyond 3 months too variable • Value estimate beyond 3 months essential Estimate value before effort • Close the loop & evaluate afterwards
- 40. 3 Planning Horizons Iteration (Sprint) – 2-4 weeks ahead Quarter plan (Release) – Next quarter – 2-4 releases ahead – (2-8 Iteration) Roadmap – 1-2 years by quarter – 2-5 year ahead Iteration Quarter plan Roadmap
- 41. Rule of Thumb Iteration Quarter plan Roadmap • Iteration plan with Task level • Quarter / Release plan with Stories • Roadmap plan with Epics Tasks Stories Epics
- 42. Focus on Value not The End Ask not, “When will the software be done?” But ask: “When will the software deliver value next?” Think: Stream of Value (which might stop one day) Not: An end date
- 45. Light Sabre Every team must design their own board
- 46. Three backlogs
- 47. Classic Scrum Product Backlog Iteration / Sprint 1 Backlog Iteration / Sprint 2 Backlog Iteration / Sprint 3 Backlog New stuff gets added
- 48. 3 Backlogs recommended Opportunity Backlog Validated Backlog Iteration / Sprint 1 Backlog Iteration / Sprint 2 Backlog Iteration / Sprint 3 Backlog
- 49. Opportunity backlog • Can grow as big as you like • Never pretend it will all be done • Continually – Add new ideas – Evaluate existing ideas – Trash some – Move some to validated backlog
- 50. Validated backlog • Much smaller than opportunity – Limited to N future iterations capacity – 1 < N < 6 iterations (@ 2 weeks = 12 weeks) • Stuff that has been validated – Has provable business value – Among highest value • Will be worked on soon • Review / repopulate every iteration
- 51. Validated backlog is Quarter plan Iteration +1 +2 +3 +4 +5 +6
- 52. Validated backlog • All cards assigned VALUE on entry to validated backlog • Ball-park estimates added if needed • Ball-park estimate & current velocity gives planning horizon • NOTHING IS CERTAIN
- 53. Scaling… How do you scale Xanpan? Each question has a different answer, lets do coffee Do you mean… •How to I manage a large team? •How do I manage multiple teams? •How do I govern Agile working?
- 54. Goodhart’s Law Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes. Professor Charles Goodhart, CBE, FBA Velocity & points break down if abused… … and so do other measurements
- 55. Is Xanpan useful? • Maybe – Take it – Use it • Inspiration – Roll your own Image from Ildar Sagdejev under Creative Commons license http://commons.wikimedia.org/wiki/File:2009-02-15_Rolling_a_cigarette.jpg
- 56. Xanpan new? • Probably not, – Heard of teams doing similar things • It might just be an implementation of Kanban What is the defining characteristic of Kanban that make it Kanban and not a bunch of people and a white board? Allan Kelly, KanbanDev list 5 November 2008 For me it is simple... • Are you limiting work-in-progress? • Are you signaling to pull work from an upstream process? If it is a WIP limited pull system, it is Kanban! David Anderson, KanbanDev list 5 November 2008
- 57. Decide for yourself http://leanpub.com/xanpan Please, let me know what you think Discount code DevWeek2014 33% off until 30 April 2014 https://leanpub.com/xanpan/c/DevWeek201
- 58. allan kelly www.softwarestrategy.co.uk www.allankelly.net allan@softwarestrategy.co.uk Twitter: @allankellynet http://leanpub.com/xanpan Which brand of Cola are you drinking?
- 59. Allan Kelly - @allankellynet What do you get if you combine XP and Kanpan? Get ready for Xanpan!
Editor's Notes
- #4: Public domain image, http://commons.wikimedia.org/wiki/File:Sausage_making-H-3.JPG