Overcome the 6 Traps of Agile

David Hawks @austinagile

David Hawks Agile Velocity

Agile Coach david@agilevelocity.com

Company

Please fill out card as follows & pass to frontYears of Agile Experience (if any)

10 yrs

Email Address(If you would like a copy of the slides & to receive periodic information about agile)

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Never$Rarely$Some5mes$O8en$Always$

From: A Standish Group study

What causes us to build features which are rarely or never used?

Feature/function usage in the software industry

Find a Partner and Discuss the following Question.

David Hawks

CEO of Agile VelocityAgile Trainer and Coach

@austinagile

austinagile.com (blog)

david@agilevelocity.com

Deliver Innovative Products Faster

Problem #1 We make tough decisions

too early and lock them in

Image Credit: http://i.qkme.me/3unlv7.jpg

Defer Decisions to the last Responsible Moment

Smartest Point??

Smartest Point??Dumbest Point

Accelerate Learning

Effective Communication

Exercise

Problem #2 The team doesn’t have a Shared Understanding of their purpose

We want to Shift the Process from a Requirements Delivery Process…

False Assumptions:

False Assumptions:1. The customer knows what he wants

False Assumptions:1. The customer knows what he wants2. The developers know how to build it

False Assumptions:1. The customer knows what he wants2. The developers know how to build it3. Nothing will change along the way

…To a Requirements Discovery Process

Reality: 1. The customer discovers what he wants 2. The developers discover how to build it 3. Many things change along the way

User Story Mapping

Technique to Learn about Customer Needs

A sample story map: E-‐commerce site

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g priority

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g priority

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MVP 1 above this line

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Problem #3 Long/ No Feedback or Validation

Cycles

http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg

Lean Startup/ Lean UX

Validated Learning

BuildLearn

Measure

Minimize time thru the loop

Validated Learning

BuildLearn

Measure

1) What do we need to learn?

Validated Learning

BuildLearn

Measure

2) How can we measure it?

Validated Learning

BuildLearn

Measure

2) How can we measure it?

3) What is the simplest thing to build to measure it?

Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early?

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

What keeps us from delivering products faster?

http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg

Problem #4 Drowning in a Sea of Opportunity

Working on many items in

parallel

Impact of Change

parallel

Impact of Change

parallel

Impact of Change

parallel

Working on items in value

Impact of Change

parallel

Working on items in value

Impact of Change

Little’s Law

WIPThroughput

= Avg. Cycle Time

Little’s Law

WIPThroughput

= Avg. Cycle Time

Little’s Law

WIPThroughput

= Avg. Cycle Time

Little’s Law

WIPThroughput

= Avg. Cycle Time

Problem #5 Not Getting to Done

Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png

Illusion of Progress

Requirements

Design

Development

Release

Illusion of Progress

Requirements

Design

Development

Release

done??

Working Software is your primary Measure of Progress

Requirements

Design

Development

Sprint 1

Requirements

Design

Development

Sprint 2

Requirements

Design

Development

Sprint 3

Requirements

Design

Development

Sprint 4

Potentially Shippable Product Increment

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening

The Plan: 10 Weeks to Deliver 80 Points

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks

20 Points

}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks

20 Points 20 Points

20 Points 20 Points 20 Points

20 Points 20 Points 20 Points 20 Points

Done = Feature Complete and Feature Tested *But defects were deferred to the end

}8 Weeks

1 2 3 4 Hardening }8 Weeks

Done = Feature Complete and Feature Tested *But defects were deferred to the end

Reality: 16 Weeks to Deliver 80 Points (10 Points per 2 Weeks)

Go Slow to Go Fast!

Done = Feature Complete, Feature Tested, and defects fixed

Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4

}2 Weeks

15 Points 15 Points 15 Points 15 Points}2 Weeks }2 Weeks }2 Weeks

Sprint 5

}2 Weeks

15 Points

Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4

}2 Weeks

15 Points 15 Points 15 Points 15 Points}2 Weeks }2 Weeks }2 Weeks

Sprint 5

}2 Weeks

15 Points

We Delivered 75 Points in 10 Weeks 15 Points per 2 weeks

Solution Stop Starting, Start Finishing

Problem #6 Everything is Important

Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0

How we Normally Assign Work

Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1

Project 2

Carter

Camryn

Project 1

Project 2

Project 3

Carter

Camryn

Project 1

Project 2

Project 3

Carter

Camryn

All High Priority

How does Alex decide what to work on next?

How we should prioritize work in Agile

Carter

Camryn

WillAgile Team

Prioritized Team Backlog

Project 1 Carter

Camryn

WillAgile Team

Project 1

Project 3

Carter

Camryn

WillAgile Team

Project 1

Project 2

Project 3

Carter

Camryn

WillAgile Team

The PSPI is the Answer

It requires:

Breaking Work Down

It requires:

Breaking Work Down

Swarming

It allows us to:It requires:

Breaking Work Down

Swarming

It allows us to:

Deliver Often

It requires:

Breaking Work Down

Swarming

It allows us to:

Deliver Often

Accelerate Learning

It requires:

Breaking Work Down

Swarming

It allows us to:

Deliver Often

Accelerate Learning

It requires:

Breaking Work Down

Swarming

What can you change so your product can deliver value faster?

Overcome the 6 Traps of Agile

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