Advanced Agile_ Beyond the Low Hanging Fruit

8/3/2019 Advanced Agile_ Beyond the Low Hanging Fruit

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l e a nsoftware development

www.poppendieck.comMary [email protected]@poppendieck.com

Advanced Agile

Beyond the Low Hanging Fruit


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Eliminate Waste

Waste isAnything that depletes resourcesof time, effort, space, or money

without adding customer value.

Value isSeen through the eyes of those

who pay for, use, support, orderive value from our systems.

February 102 Copyright2010 Poppendieck.LLC

Put on Customer Glasses


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Seeing Waste

1. Extra Features

2. Handovers3. Task Switching

4. Technical Debt

5. Work in Process

6. Delays

7. Defects


The Seven Wastes ofSoftware Development

The Seven Wastes of Manufacturing- Taiichi Ohno

1. Overproduction

2. Transportation3. Motion

4. Extra Processing

5. Work In Process

6. Delays

7. Defects


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Failure Demand

Value DemandDemand for work that adds value

from a customer perspective

The Goal: Delight Customers byRapidly Responding to Value Demand

Failure Demand

Demand on the resourcescaused by your failuresEg. Support Calls

The Goal: Eliminate Failure Demand

Meanwhile, respond as fast as possibleFebruary 104 Copyright2010 Poppendieck.LLC


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Building the Wrong Thing


2. Ethnography

3. Modeling

4. Experiments

A bias toward action is good. Butaction must occur in a frameworkwhere there is a good understandingof the problem, the technology, themarket, the constraints, and what

the customers really need.1. Understanding

5. Build the right thing.


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Policies that Impede Learning


No Responsibilityfor Knowledge

Reforming Teams

Separating Decision-Making from work.

Governanceby Variance


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Empire State Building

September 22, 1929

Demolition started

January 22, 1930

Excavation started

March 17, 1930Construction started

November 13, 1930

Exterior completed

May 1, 1931

Building opened

Exactly on time

18% under budget


One Year Earlier:

How did they do it? The key: Focus on FLOW.


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Steel Schedule

We thought of the work as if it

were a band marching through

the building and out the top.


From: Building the Empire State

Builders Notebook: Edited by Carol Willis


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The Four Pacemakers

1. Structural Steel Construction Completed September 22, 12 days early

2. Concrete Floor Construction Completed October 22, 6 days early

3. Exterior Metal Trim &Windows Completed October 17, 35 days early

4. Exterior Limestone Completed November 13, 17 days early


From: Building the Empire State

Builders Notebook: Edited by Carol Willis



Key Success Factors

1. Teamwork of owner, architect, and builder

Eliminated design loops by consulting experts early.

2. Deeply Experienced Builders

Fixed Price Contract!

3. Focus on the key constraint: Material Flow 500 trucks a dayno storage on site

4. Decoupling

The pacemakers (and other systems) weredesignedto be independent

5. Cash Flow Thinking

Every day of delay cost $10,000 ($120,000 today).

6. Schedule was not laid out based on the details of the building design,the building was designed based on the constraints of the situation.

Two acres of land in the middle of New York City, zoning ordinances,$35,000,000 of capital, the laws of physics, and a May 1, 1931 deadline.




Lessons

Design the system to meet the constraints;

do not derive constraints from the design.


Workflows are easier to control &

more predictable than a schedules.

Decouple workflows;

break dependencies!



The Iterative Workflow

February 1012 Copyright2010 Poppendieck.LLCConcept

Product

or

Business Goals

High Level

Stories

& Tests

Daily

Every 2-4Weeks

DeliveryDiscovery

Deployment

- Ready

Software

Shortly Before

Implementation

FeedbackReadyReady

DoneDone


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Pull Scheduling

Small Requests


Output CapacityInput Flow

(Wishful Thinking)

(Wishful Thinking)

Never


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Scheduling Large,

Multi-Team Products

Base Estimates on Experience and Data

Not Wishful Thinking

Timebox Dont ScopeboxDont ask: How long will this take?

Ask: What can be done by this date?

Integrating Events create cadence and pullFebruary 1015 Copyright2009 Poppendieck.LLC

Start

Product

Concept

Approved

2 Months

Review:

Customer Interest

Decide:

Technical Approach

5 Months

Review:

Proof of Concept

Decide:

Alpha Release Features

11 Months

Action:

Beta Release

Decide:

1st Release Baseline

15 Months

First

Production

Release

8 Months

Action:

Alpha Release

Decide:

Beta Release Features

13 Months

Review:

Beta Results

Decide:

1st Release Final


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Improvement Kata

1. Visualize perfection

2. Have a first hand grasp of the situation

3. Define a target condition on the way to perfection

4. Strive to move step-by-step to the target

5. As obstacles are encountered, they aresystematically understood and overcome


Mike Rother Toyota Kata

VisionNextTarget

Condition

CurrentCondition

Obstacle

Encountered

Understood

and Overcome

12 3

4



The Five Whys

Web site goes down1.Why was the website down?

The CPU utilization on all our front-end servers went to 100%

2.Why did the CPU usage spike? A new bit of code contained an

infinite loop!

3.Why did that code get written? So-and-so made a mistake

4.Why did his mistake get checked in?

He didnt write a unit test for thefeature

5.Why didn't he write a unit test? Hes a new employee, and he was not

properly trained in TDD

CountermeasuresAtevery levelof the analysis:

1.Bring the site back up

2.Remove the bad code

3.Help so-and-so understandwhy his code doesn't work aswritten

4.Train so-and-so in theprinciples of TDD

5.Change the new engineerorientation to include TDD


From Eric Ries:

http://www.startuplessonslearned.com/2008/11/five-whys.html


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www.poppendieck.comMary [email protected]@poppendieck.com

Thank You!More Information: www.poppendieck.com


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Application Lifecycle Management:

A Prerequisite for Successful Enterprise Agility

Colin Doyle

Customer Requirements Manager, MKS Inc.


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What is Application Lifecycle Management?

The coordination of collaborative lifecycle development activities

including requirements, design, development, build, testing and

deployment

A holistic approach to enabling software development, that

assumes the various development disciplines need to work as a

tightly coordinated and collaborative team

Enterprise scalability & complexity needs tool support


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Enterprise Environments Have Many Axes of Scalability

Scaling in terms of users, sites,

variety of platforms and tooling

Breadth of product line (number of

product variants, the desire for

component re-use)

Depth of product (number of

releases, historical requirements

that still apply)

Regulatory compliance and

oversight constraints

Other environmental constraints

(e.g. customers who supply complex

requirements documents)


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Intelligent ALM A Smart Approach


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How Does ALM Enable Agility?

Intelligent ALM enables agility in the Enterprise in a variety of ways:

Support for collaborative distributed development, with real-time

status and visibility across all artifacts and activities

Improved consistency and reduced learning curve through definition

and enforcement of practices in the ALM tool

Reduction in waste through automation of activities that dont requiredecision making

Automated collection and reporting of metrics for continuous

improvement

Flexible process framework supports for plan-driven and agile

practices as well as the incremental shift from one to the other Reporting on progress ofsprints and releases with the ability to

aggregate results from both plan-driven and agile projects


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Considerations for Making Enterprises More Agile

Adopting an Agile or Lean approach involves taking a more holistic

view of application development Plan-driven methodologies tend to be phased, with discipline silos

Agile encourages concurrency, cohesive collaboration across all

application development disciplines

ALM supports application development as a set of concurrent,

interrelated processes and practices

The cultural changes involved with transitioning to Agile or Lean

tend to be the biggest challenges

Systems and tooling can significantly help or hinder the transition

to Agile within an enterprise environment


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Customer Example Nutraceutical

One of the largest manufacturers of

nutritional supplements sold in healthand natural food stores in the US

Needed support for the principles and

processes of Agile but wanted flexibility

to support other key business practices,

build, test and deploy activities and rulesfor audit and compliance (FDA regulated)

Used MKS Integrity to implement Help

Desk and the Scrum process

Releases, Iterations, User Stories and

Tasks are all supported along with Tests

within MKS Integrity


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More Information

Resources:

Solution info: www.mks.com/solutions/agile_development

White Paper: Agile Development Doesnt Have to Mean Fragile

Enterprise Process. Download: www.mks.com/agilenotfragile

Contact Us: U.S. & Canada: 1 800 613 7535 or [email protected]

U.K. & Northern Europe: 44 (0) 1483 733900

Central & Southern Europe: 49 (0) 711 351775 0

Japan: +03 5789 5544 Rest of World: (1) 519 884 2251
http://www.mks.com/solutions/agile_developmenthttp://www.mks.com/agilenotfragilemailto:[email protected]:[email protected]://www.mks.com/agilenotfragilehttp://www.mks.com/solutions/agile_development

Advanced Agile_ Beyond the Low Hanging Fruit

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