Agile 101: Back to Basics6th July 2016

@AucklandAgile

info@agileprofessionals.net

Vision: Connecting Auckland’s Agile Community through Learning and

Sharing

Outcomes

1. Agile Speed Introductions

2. Enhance networking – try networking before the event

3. Open Evening type session

This event• Restrooms

• Fire exits

• Timing

– Talk

– Open Space

Better education. By practitioners

Edwin Dando

+ GM Assurity Auckland+ Helping re-wire how companies think + Professional Scrum Trainer with Scrum.org+ Evidence Based Management™ Engagement Manager+ PMP, CSP, PST+ edwin.dando@assurity.co.nz + @edwindando

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“Agile” is a term being used everywhere Manifesto is an abstract set of principles – it doesn’t tell you

how agile works Many misguided attempts that have damaged agile reputation Most people try to just read a book and do it. And then get in

trouble. In order to get the most of out Agile Auckland it is a good idea

to get a bassline understanding in place!

Talk Objectives

Why agile?

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20th century management+ Plan to execute, execute the plan+ Focus on

o removing variabilityo economies of scale

+ Resulto Efficient mass productiono Inability to changeo Long lead timeso Business becomes predictable

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Adaptive thinking In warfare predictability = death It does in business too “If you are not moving at the speed of

the marketplace you’re already dead – you just haven’t stopped breathing yet.” Jack Welch

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Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016

“More than one-third of businesses today will not survive the next 10 years. Companies should not miss the market transition or business model nor underestimate your

competitor of the future —not your competitor of the past“

- Gartner

Remember these guys?

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Assurity Consulting Limited • Commercial in Confidence • © 2016

So just how manoeuvrable are you?

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What is agile?

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Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016

The Roots of Agile

Jim Coplien - Developer Day Karlsruhe June 2016

Assurity Consulting Limited • Commercial in Confidence • Company Presentation Nov 2016

The Roots of Agile

Jim Coplien - Developer Day Karlsruhe June 2016

The Agile Manifesto“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

That is, while there is value in the items on the right, we value the items on the left more”

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Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

http://www.agilemanifesto.org

Agile is a mindset, not a process

Methods

Practices

Principles

Values

Mindset

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There is no methodology/framework called “Agile” and there is no “agile process”

The truth about “Agile”

Traditional thinking – relay race

Time

How are we doing?Analysis

DesignCodeTest

Agile thinkingTime

How are we doing?

AnalysisDesignCodeTest

Small slices of “done” software

5 things are 100% done and can be shipped.

10 things are not done

That last feature wasn’t well

received. We need to do something

differently

The Scrum Sandwich

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Large, up front planFixed requirements

Fixed project budgetsChange discouraged“No stuff-ups” culture

“Don’t challenge” culture

Minimise changeBreak-fix culture

Cost centre cultureITIL

Process in batches

Business CustomerDelivery OperationsITIL/WaterfallScrumWaterfall

batch

An agile company

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Concept/VisionAccept ambiguityStrong customer

focusIncremental budgetSafe-to-fail culture

Quality infrastructureAutomation

Value centre Flow driven

deliveryCustomer focus

Business CustomerDelivery OperationsContinuous DeliveryScrumLean Planning

Experimentto validate

assumptions & test market

Validated learning: reduced business risk, stronger customer focusmeasureempirical business decisions

Scrum (n): A lightweight framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.

Has clearly defined roles – accountability is very specific Does not specify engineering or any other work practices Is brutally honest Simple to understand Difficult to master

Scrum

The three pillars of Scrum

Transparency

InspectionAdaption

Decisions are made based on the perceived state of the artefacts. When artefacts are transparent, these decisions have a sound basis. When artefacts are incompletely transparent, these decisions can be flawed.

• Go watch this video• https://www.youtube.com/watch?v=_BWbaZs1M_8 Mostly right but has bugs. • All meetings in Scrum inspect and adapt based on transparency.

• Sprint Planning – inspect the Product Backlog, adapt a Goal + Sprint Backlog• Daily Scrum/stand-up is NOT a commitment meeting, it is a daily planning

meeting. Inspect and the Sprint Backlog, adapt the Sprint Backlog. Based on what we have done/learned in the last 24 hours, what is the most valuable thing we should do next to progress towards the Sprint Goal?

• The Sprint Review is not a “show and tell” or “a demo”. Inspect the increment, adapt the Product Backlog – based on what we have just done (the demo part), what is the most sensible thing to do next?

• The Sprint Retrospective – we inspect and adapt the entire process

What Is Scrum?

What is Kanban?A way of managing the flow of work through a system

Go watch this video https://www.youtube.com/watch?v=R8dYLbJiTUE

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Picking out the bits that suit you Doing mechanics without understanding philosophy Agile from the neck down Reading a book then just doing it Doing it without telling your manager

Common Failure Scenarios

Why?An enterprise can use Scrum as a tool to become the best product development and management organization in its market. Scrum will highlight every deficiency and impediment that the enterprise has so the enterprise can fix them and change into such an organization.- Ken Schwaber, Scrum is Hard and Disruptive, 2006

Why?Scrum often results in a change in culture. It isn’t a methodology. It is a philosophy and success requires a deep understanding.

Why?Agile delivery and predictive command & control management/governance are incongruent and will result in significant organisational tension.

Why?Change requires a focused, company-wide change lead from the top via appropriate behaviours. It is difficult to master Scrum and change from a book.

Why?Scrum is all about transparency and honesty. No manager wants to look like they don’t know what is going on.

Our approach+ Teaching others to do what we do

o Mentored learning & Coaching+ Find the right approach for each unique situation

o An agile framework/approacho Communication practices – how we achieve transparency o Technical practices – quality, testable softwareo Continuous deployment – frequent releases of valuable softwareo Value management – shared understanding of what value meanso Kanban/Lean at portfolio level + operationso Evidence Based Management™

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Questions – open space

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