DCG Agile JumpStart 2012 - Software Value Copyright 2012 A… · “Agile projects are successful...

Agile Training

©2010 David Consulting Group #DCGWebinar

DCG Agile JumpStart

2012

The David Consulting Group

Tom Cagley, CFPS

VP of Consulting

#DCGWebinar


Why Agile

• Directly addresses the Business’s perception that:

– Projects take too long to be delivered

– Projects cost too much

– Projects do not deliver what is needed

“Agile projects are successful three times more often than non-agile projects”

- 2011 CHAOS Manifesto from the Standish Group

• Enhances the Teams ability to deliver through:

– Involving the whole team in planning and meeting the business need

– Utilizing a structure that allows the team to control their process to meet

the environment

– Short cycles, constant feedback and close engagement with the product

owner


Agile Values And Principles

• 4 Agile Values:

• 12 Agile Principles drive institutionalization

• Three legs of Scrum: – Transparency – no surprises

– Inspection – detect variances early

– Adaptation – adjust the process as needed

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan


Twelve Principles

• Our highest priority is to satisfy the customer through early and

continuous delivery of valuable software.

• Welcome changing requirements, even late in development. Agile

processes harness change for the customer's competitive advantage.

• Deliver working software frequently, from a couple of weeks to a

couple of months, with a preference to the shorter timescale.

• Business people and developers must work together daily throughout

the project.

• Build projects around motivated individuals. Give them the

environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to

and within a development team is face-to-face conversation.


Twelve Principles, Part 2

• Working software is the primary measure of progress.

• Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace

indefinitely.

• Continuous attention to technical excellence and good design

enhances agility.

• Simplicity--the art of maximizing the amount of work not done--is

essential.

• The best architectures, requirements, and designs emerge from self-

organizing teams.

• At regular intervals, the team reflects on how to become more

effective, then tunes and adjusts its behavior accordingly.


Agile Processes At A Glance

0

50

100

150

200

250

300

350

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41

Days

Burn - up Chart Example

Done

24 Hours

1-2 Weeks

Daily

Standup

Iteration

Backlog Product

Backlog

Continuous

Reporting

Demo

Iteration

Planning

Potentially

Shippable

Retrospective


Key Differences between Traditional & Agile Development

Traditional Development Agile Development

Needs are stated as requirements Needs are stated as user stories

Overall solution is built sequentially, in stages

using interim deliverables

Overall solution is broken down into small

chunks of working software delivered every

iteration

Change Control Processes used to minimize

change Agile Processes embrace change

Project manager juggles the conflicting

priorities of cost, schedule and scope to please

all stakeholders

Product Owner sets the development priorities

& team determines their capacity to deliver

those priorities

Project manager drives the work and makes

sure everyone is doing their job.

The Product Owner, Scrum Master, and Team

collectively drive the work to be done and hold

each other accountable.

Business stakeholders are most involved at the

beginning and end of the project

Business stakeholders are engaged throughout

the project


Sample Two Week Iteration Calendar

Monday Tuesday Wednesday Thursday Friday

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting

Demo (1 hour) Demo (1 hour)

Retrospective

(1 hour)

Retrospective

(1 hour)

Iteration Planning

(2-4 Hours)

Iteration Planning

(2-4 Hours)

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting

Itera

tio

n 1

Pre-Planning

Meeting (1 hour)

Pre-Planning

Meeting (1 hour)

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting

Demo (1 hour) Demo (1 hour)

Retrospective

(1 hour)

Retrospective

(1 hour)

Iteration Planning

(2-4 Hours)

Iteration Planning

(2-4 Hours)

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting

Itera

tio

n 2

Pre-Planning

Meeting (1 hour)

Pre-Planning

Meeting (1 hour)


Sample One Week Iteration Calendar

Monday Tuesday Wednesday Thursday Friday

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Demo (30 m) Demo (30 m)

Retrospective

(30 min)

Retrospective

(30 min)

Iteration Planning

(1-2 Hours)

Iteration Planning

(1-2 Hours)

Itera

tio

n 1

Pre-Planning Meeting

(30 minutes)


(30 minutes)

Itera

tio

n 2

Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting Demo (30 m) Demo (30 m)

Retrospective

(30 min)

Retrospective

(30 min)

Iteration

Planning

(1-2 Hours)

Iteration

Planning

(1-2 Hours)


(30 minutes)


(30 minutes)


What Agile Doesn’t Mean

• Ad hoc

• Never ending stand-ups

• Code and run

• No documentation

• No discipline

• No process

• No planning

• Just Scrum


Three “Typical” Agile Team Roles

Scrum Master

• Coach and facilitator

• Impediment remover

The Team

• Developers, Testers, Business

Analysts/SMEs, Architects, Data

Analysts, etc.

• Frame, design, build and test

Product Owner

• Provides business

acumen and

support

• Owns and

prioritizes backlog,

answers questions

and makes

decisions

PO

SM


Product Owner Sets the Priorities


Roles & Responsibilities – Key Participants

Product Owner

• Ensures backlog is visible to everyone;

• Makes decisions;

• Defines the product vision and the

features of the product;

• Prioritizes user stories according to

market value;

• Grooms the product backlog every

iteration;

• Accepts or rejects work results;

• Calls for and plans the releases;

• Involves customers, users, and other

stakeholders;

• Prepares for the product launch;

• Attends the Scrum meetings; and

• Collaborates with the team.

Scrum Master

• Responsible for ensuring that the Scrum

practices and rules are followed;

• Teaches the team by coaching and

leading;

• Helps the team understand and use self-

organization and cross functionality;

• Removes impediments;

• Ensures that the team is functional and

productive;

• Enables close cooperation across all roles

and functions; and

• Shields the team from external

interferences


Outside Support Roles

• Business

– Provide subject matter expertise

– Support Product Owner

• IT Leads

– Provide standards

– Technical expertise

• Program Management

– Big picture coordination

– Remove external impediments

Frequent

support and

encouragement


Sample Iteration Zero Agenda – One Week

8. Release

Planning

8. Release

Planning

10. Iteration

Planning

10. Iteration

Planning

Estimate

User Story

Estimate

User Story

Backlog &

Assign

Value

Develop Develop

Release

Plan

Develop Develop

Iteration

Plan

Monday 4 hours

Tuesday 4-8 hours

Wednesday 4 hours

Thursday 4 hours

Friday 4 hours

Create

User Story

Create

User Story

Backlog

9. Demos and

Retrospectives

9. Demos and

Retrospectives

7. Story

Points &

Estimating

7. Story

Points &

Estimating

Create Create

Project

Vision &

Team

Charter

6. User

Story Value

6. User

Story Value

5. Writing

User Stories

5. Writing

User Stories

4. Building

the Product

Backlog

4. Building

the Product

Backlog

3. Agile

Roles

3. Agile

Roles

2. Project

Vision &

Charter

2. Project

Vision &

Charter

1. Agile

Values &

Principles &

Scrum

1. Agile

Values &

Principles &

Scrum


Iteration Zero – Expectations and Deliverables

• Expectations

• Time boxed

• Resources dedicated to agile transformation during time

allocated

• Deliverables

• Concise project vision

• Point specific training

• User story backlog; estimated and prioritized

• Initial release plan created

• Team charter


Maximum

90 Minutes

Getting Started:

Prior to the Jump Start process:

• PMO: Confirm and get commitments on availability of

key participants for Iteration 0 and subsequent sprints

– Product Owner (PO)

– Scrum Master

– Team

• DCG: Meet with PO and Scrum Master

– Set expectations

– Review agile overview, jumpstart, and role training

– Assess team dynamics

– Establish Trust Relationship

– Schedule Jump Start


Coach

Transformation Coaching

Coach as leader

transitions to Scrum

Master and Product

Owner as Leaders

Attributes of Jump Start Coach:

• Aggressive Facilitator

• Leader

• High Touch People Person

• 110% Self Starter Attributes of Scrum Master:

• Aggressive Facilitator

• Owns the scrum process

• Leader


• 110% Self Starter

Transition Zone

Begins

Iteration 0 Iteration 1 Iteration 2 Iteration 0 Iteration 1 Iteration 2

Attributes of Product Owner:

• Understands the Business

• Owns the Product Backlog

• Leader


• 110% Self Starter

Scrum

Master

Product

Owner

Relative Levels

of Effort


Questions . . .

Tom Cagley, CFPS

VP of Consulting

The David Consulting Group

[email protected]

(440) 668-5717

mailto:[email protected]

DCG Agile JumpStart 2012 - Software Value Copyright 2012 A… · “Agile projects are successful...

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