Post on 23-Jan-2015
description
adoption
iterative scrum
sprint
xp
planning
back
log
team scru
mm
aste
r
collaboration product owner
review re
tros
pect
ive
inspect
adapt Agile Software
Development release
daily stand-up
user stories
tim
e-bo
x
velocity
burn
-dow
n im
pedi
men
ts
roles
done
testing
acce
ptan
ce
incremental
shippable
esti
mat
ing
story points
design manifesto
prioritize
high value
quality working software
interactions
chan
ge
resp
ondi
ng
servant leader
self-organizing
commitment
rusty
rusty
rusty
rusty
stressed
stressed
WTF?
stressed
WTF?
stressed
WTF?
Nam
e: R
ust
y’s
Pro
ject
Dat
e: 2
/7/2
008
CO
D: M
eth
odol
ogy
Nam
e: R
ust
y’s
Pro
ject
Dat
e: 2
/7/2
008
CO
D: M
eth
odol
ogy
Nam
e: R
ust
y’s
Pro
ject
Dat
e: 2
/7/2
008
CO
D: M
eth
odol
ogy
Nam
e: R
ust
y’s
Pro
ject
Dat
e: 2
/7/2
008
CO
D: M
eth
odol
ogy
monster.com
projects completed on-time, within budget, or delivered on specification
35% The Standish Group, 2006 Chaos Report
projects cancelled
31% The Standish Group, 2006 Chaos Report
software value on the dollar
59¢ The Standish Group, 2006 Chaos Report
features rarely or ever used
64% The Standish Group, 2006 Chaos Report
manifesto
testing design
back
log
Development
individuals
and interactions
processes and tools
working software
comprehensive documentation
customer collaboration
contract negotiation
responding to
change
following a plan
iterative incremental
Agile quality
commitment
iterative development
ChecktheFit
EstablishBusinessRela/onship
ProjectIncep1onDiscoveryAssessment
Itera1on0
SetupProjectInfrastructure
TargetSystem
Incrementaldeliveryin/me‐boxed2weekitera/ons
Itera1on1 Itera1on2 Itera1on3 Itera1onn
ProductBacklog
Itera1onBacklog
Itera1on2Weeks
ProductIncrement
incremental delivery
back
log manifesto
design testing
tim
atin
g sp
ecti
ve
review release
product backlog
future releases
current release
current iteration
user stories prioritize
scru
mm
aste
r
servant leader
collaboration
conversation ca
rd
confirmation
conversation ca
rd
confirmation
As a frequent flyer!I want to rebook a past!
trip so that I save!time booking trips.!ca
rd
As a frequent flyer!I want to rebook a past!
trip so that I save!time booking trips.!ca
rd
conversation ca
rd
confirmation
I WANT THE TOAST TO POP UP WHEN IT’S
DONE
THAT’S REALLY EXPENSIVE. THE POPPING PART IS EASY—THAT’S JUST A SPRING. BUT KNOWING WHEN THE TOAST IS DONE REQUIRES AN OPTICAL SENSOR—NEW
TECHNOLOGY.
BUT WHAT ABOUT ALL
THOSE OTHER TOASTERS OUT
THERE?
OH, THEY USE A TIMER. THEY DON’T REALLY KNOW WHEN THE TOAST IS DONE.
IT’S A KLUDGE.
OUR CUSTOMERS DON’T WANT A SUPER-TOASTER.
THEY JUST WANT A REGULAR TOASTER, WITH A
TIMER, LIKE EVERYONE ELSE.
OH, WELL THAT WON’T
BE EXPENSIVE AT ALL. COOL.
YEAH, COOL!
acce
ptan
ce
planning team
high value collaboration servant leader
self-organizing ch
ange
user stories prioritize
conversation ca
rd
confirmation
As a frequent fly
er!
I want to reboo
k a past!
trip so that
I save!
time booking tri
ps.!
1. Only frequent fly
ers can
rebook past
trip!
2. Allow selection f
rom all
past trips!
3. New trip must match p
ast
trip, except
for dates!
confirmation
planning team
high value acce
ptan
ce
collaboration servant leader
chan
ge
Task14hours
Task26hours
Task32hours
Task48hours
Task52hours
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6
Release 1.0 Release 2.0 Release 3.0 Release 1.0 Release 2.0 Release 3.0
Product A Product B Product C Product A Product B Product C
release review
Development velocity
interactions daily stand-up
SIZE CALCULATION DURATION
200 UNITS VELOCITY = 10 20 ITERATIONS
Effort
Story 1
Complexity
Effort
Story 2
Complexity
Doubt
DoubtEffort
Story 3
Complexity
Doubt
Doubt
Complexity Effort
Complexity
Effort
Doubt
Complexity Effort
Doubt
M
M XL Story 1
Story 2
Story 3
Doubt
Complexity Effort
Complexity
Effort
Doubt
Complexity Effort
Doubt
5
5 10 Story 1
Story 2
Story 3
Impe
dim
ents
`
velocity
daily stand-up interactions iterative
commitment
0
5
10
15
20
25
30
35
40
Itera/on1
Itera/on2
Itera/on3
Itera/on4
Itera/on5
Itera/on6
Itera/on7
Itera/on8
Itera/on9
Mean (Last 8) = 33
Mean (Worst 3) = 28
At our slowest velocity we’ll finish here (3X28)
At our average velocity we’ll finish here (3X33)
Will Have
Might Have
Won’t Have
The line of hope (3X28)
The line of despair (3X33)
iterative incremental
Agile quality
commitment
teammember capacitythisitera1on
Rachel 46
Ronica 60
Ken 54
Mark 62
Total 222
teamcapacity
storyone Task Es1mate Owner
CodetheUI 6 Ronica
Codethemiddle/er 8 Rachel
Createandautomatetests
4 Mark
010203040506070
Rachel Ken Ronica Mark
“can we commit to this?”
storytwo task es1mate owner
CodetheUI 12 Ronica
Codethemiddle/er 5 Rachel
Createandautomatetests
6 Mark
“can we commit to this?”
010203040506070
Rachel Ken Ronica Mark
…storynine Task Es1mate Owner
CodetheUI 8 Ronica
Codethemiddle/er 6 Rachel
Createandautomatetests
3 Mark
010203040506070
Rachel Ken Ronica Mark
“can we commit to this?”
storyten Task Es1mate Owner
CodetheUI 8 Ronica
Codethemiddle/er 6 Rachel
Createandautomatetests
3 Mark
010203040506070
Rachel Ken Ronica Mark
“can we commit to this?”
go!
anal
ysis
anal
ysis
design
anal
ysis
design code
anal
ysis
design code test
anal
ysis
design code test
document
daily stand-up interactions
done adapt Agile Software
Impe
dim
ents
What did you work on yesterday?
What are you
working on today?
Do you have any
impediments?
Agile Software done
daily stand-up Dadapt
done… done.
analysis design
coding testing
document user acceptance
pilot live
analysis design
coding testing
document user acceptance
pilot live
analysis design
coding testing
document user acceptance
pilot live
analysis design
coding testing
document user acceptance
pilot live
shippable adoption collaboration
Agile Software
potentially shippable
= shippable
potentially shippable
high quality tested
complete done
design re
tros
pect
ive
review release
back
log
esti
mat
ing
testing
manifesto
inspect
and adapt
roles inspect
adoption collaboration ti
me-
box
resp
ondi
ng
scrum master
product owner
team the
Role Monday Tuesday Wednesday Thursday Friday
Developer Planning/Coding
Coding Coding/DefectFixes
Coding/DefectFixes
Coding/DefectFixes
QA/Tester Planning/Wri/ngUAT
Wri/ngUAT QA/Tes/ng QA/Tes/ng QA/Tes/ng
ScrumMaster FacilitatePlanning
Impedimentresolu/on
Impedimentresolu/on
Impedimentresolu/on
Impedimentresolu/on
ProductOwner
Par/cipateinPlanning
Stakeholderfeedback
Stakeholderfeedback
Stakeholderfeedback
Stakeholderfeedback
Role Monday Tuesday Wednesday Thursday Friday
Developer Coding/DefectFixes
Coding/DefectFixes
DefectFixes/Design/StoryDevelopment
DefectFixes/Design/StoryDevelopment
DefectFixes/Review/Retrospec/ve
QA/Tester QA/Tes/ng QA/Tes/ng QA/Tes/ng QA/Tes/ng/AccpetanceCriteria
FinalUAT/Review/Retrospec/ve
ScrumMaster Impedimentresolu/on/Lookahead
Impedimentresolu/on/Refinestories
Impedimentresolu/on/Refinestories
Impedimentresolu/on/Acceptancecriteria
FacilitateReview/Retrospec/ve
ProductOwner
Lookahead/Acceptancetes/ng
Refinestories/Acceptancetes/ng
Refinestories/Acceptancetes/ng
Acceptancecriteria/Acceptancetes/ng
FinalUAT/Par/cipateinReview/Retrospec/ve
building the right code versus
building the code right
product owner
the team
Agile Software collaboration
self-organizing
servant leader
chan
ge
user stories prioritize
scru
mm
aste
r re
spon
ding
ti
me-
box
inspect roles
adoption inspec
shippable burn
-
Agile Soft
increased productivity
88% Agile Methodologies: Survey Results, by Shine Technologies, 2003
increased quality
93% Agile Methodologies: Survey Results, by Shine Technologies, 2003
increased stakeholder satisfaction
83% Agile Methodologies: Survey Results, by Shine Technologies, 2003
49% reduction in costs
Agile Methodologies: Survey Results, by Shine Technologies, 2003
Sutherland,J.,C.Jacobson,etal.(2007).ScrumandCMMILevel5:AMagicPo/onforCodeWarriors!Agile2007,Washington,D.C.,IEEE.
0
20
40
60
80
100
CMMI1 CMMI5 SCRUM
WORK REWORK PROCESS
50
50 50
109
25
64
.. .................
..
......
...CNET
AccuroHealthcare
Moody’s
BMC
HomeAway
1 10 100 1000
User Stories, Code (KSLOC)
Tim
e to
Mar
ket (
Mon
ths)
100
10
1
QSMA Slim Database Study, 2008
market to time
Tradi/onalP
rojects
innovators pragmatists conservatives laggards
the world is here
mainstream the
welcome to
73% 31% GIS the world
Dr. Dobb’s Journal, Scott Ambler Agile Adoption Survey, 2008 GeoScrum Agile Adoption in GIS Survey, 2008
adoption agile
innovators pragmatists conservatives laggards
the world is here
GIS is here
help cross gis
chasm the
rally software chris spagnuolo
www.rallydev.com
adoption
iterative scrum
sprint
xp
planning
back
log
team scru
mm
aste
r
collaboration product owner
review re
tros
pect
ive
inspect
adapt
release
daily stand-up
user stories
tim
e-bo
x
velocity
burn
-dow
n im
pedi
men
ts roles
done
testing
acce
ptan
ce
incremental
shippable
esti
mat
ing
story points
manifesto
prioritize
high value
quality working software
interactions
chan
ge
resp
ondi
ng
servant leader
self-organizing
commitment