Sudokuban&agile values

Renee Troughtonban

Familiar?

4 activities 4 artifacts 3 roles

Sprint Planning

Daily Scrum

Sprint Review

Retrospective

Product Backlog

Sprint Backlog

Sprint Burndown

Product Burnup

Scrum Master

Product Owner

Scrum Team

32

The growth of Agile-esk methods

Scrum Kanban

eXtreme Programming

Lean Startup

SAFe

FDDDSDM

Crystal

CynefinRadical ManagementStoosNVCRightshiftingLeanBeyond Budgeting

Disruptive vs evolutionary

Scrum Kanban

eXtreme Programming

Lean Startup

SAFe

The basics

Visualise& ManageFlow

Make Policies Explicit

Limit Work InProgress

Pull Work

ImplementFeedback Mechanisms

ImproveCollaborativelywith metrics

Sudoku basics

Sudokuban rules

1. Up to 5 teams can be around the room. Each team has to have:1 Scrum Master / Visual LeaderSudoku ExpertsQuality Assurance Observers or timers are allowed

2. Teams must not break their work in progress limits, unless to handle expedites appropriately

3. The objective of the game is to be the team that has achieved the most value by the end of the timebox

The Rules10 mins

Sudokuban round 1

Mini retrospective

1.What worked well?2.What to do differently?

Choose new WIP limits

The Rules10 mins

Sudokuban round 2

Mini retrospective

1.What worked well?2.What to do differently?3.What still puzzles you?

Visualise FlowDoing Visualised Flow Being Agile

1. Understand the steps that every User Story will need to go through to get “done”

2. Setup a wall with flow states

3. Break it flow into two subflows – “in progress” and “done”

4. Move cards real-time

1. The User Story Wall is an accurate reflection of work status at any point in time

2. The team are watching all User Stories

3. Information is not hidden

Sprint Backlog

Analysis Dev DoneTest Deploying

Manage FlowDoing Managed Flow Being Agile

1. Watch for constraints arising and proactively course correct

2. Adjust number of specialists or WIP limits if needed

3. Track throughput using a Cumulative Flow Diagram

4. Understand your cycle time and lead time and work these down

5. Have an approach for handling the unknowns, eg. Production support issues

1. Do away with estimation if work is all the same size and the cycle time and lead time is known for the class of service

2. Can do away with Sprints, but still need to have some of the cadence activities

3. Impact to the flow is known when “rush work” is done

4. Metrics are gathered for suspected problem areas and used as a means for decision making

5. The team as a whole take responsibility for reducing the cycle and lead time

Make policies explicitDoing Explicit Policies Being Agile

1. Write up known constraints (either self-imposed or imposed from others)

2. Use this area as a discussion opportunity to challenge the constraints with the imposer

3. Gather metrics if necessary on the impact of the constraint

1. Management and other teams are open to being challenged on policies where their value is in question

2. How information moves and is deliberately restricted is visually represented on the User Story Wall and anyone within the team can walk external people through it

Pull workDoing Pulling work Being Agile

1. Pull work if you are able to actively work on it AND if your Work In Progress limits allow it

2. Always pull the highest priority work

1. The team work together to remove constraints when they cannot pull anymore work

2. By not pushing work it means that the team works at a sustainable pace

Sprint Backlog


4 6 2

Limit Work In ProgressDoing Limit WIP Being Agile

1. Set limits to the number of stories that can be in flow states after the Sprint Backlog and before Done/Completed – ie Analysis, Development, Test

2. Initially set to people handling that flow state x 2

3. Only allow that number of stories or less in that flow state at a time

1. Limiting work in progress reduces context switching

2. It also focusses on doing more with less

3. And ensures that roadblocks are a key focus area

4. Reducing the WIP Limit will show the constrained areas

Sprint Backlog


4 6 2

Want more?

Quest

ions?

unbounddna.com

theagilerevolution.com

agileforest.com

[email protected]

@agilerenee

Renee Troughton

leanpub.com\AgileForest

pimpmyboard.com

enterprisetransformation

metamodel.com

The Agile Values Marshmallow Game

What are we doing today?

Group up!

Materials

The objective

18 mins

Constraints

The Rules1. Build the Tallest Freestanding Structure: The winning team is the one that has the

tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or light.

2. The entire marshmallow must be on top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team.

3. Use as much or as little of the kit: The team can use as many as a few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure.

4. Break up the spaghetti, string or tape: Team are free to break up the spaghetti, cut up the tape and string to create new structures.

5. The challenge lasts 18 mins: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.

6. Adhere to your constraints: If you receive constraint cards, you cannot use them for your structure nor can you progress building your structure until all your constraints have been met.

Constraint cardsTeam 1 Team 2 Team 3 Team 4

Assign the following roles among the team: Project Manager, architect, builders, QA

Assign the following roles among the team: Project Manager, architect, builders, QA

Provide details of the proposed structure (incl diagrams)

The client/product owner is available to you as needed.

Create an agreement for how you will work with your client/customer. It must cover:• How you will work with them

and keep them informed• A defined process for handling

change• An agreed pricing model

Create an agreement for how you will work with your client/customer. It must cover:• How you will work with

them and keep them informed

• A defined process for handling change

• An agreed pricing model

Create a detailed project plan as to how and when you will be involving the client in signoffs. • Only your project manager can

create the plan• Review the plan with the client



The Agile Manifesto Values

The Agile Principles

Questions?unbounddna.com

theagilerevolution.com

agileforest.com

[email protected]

@agilerenee

Renee Troughton

leanpub.com\AgileForest

pimpmyboard.com

enterprisetransformation

metamodel.com

Sudokuban&agile values

Engineering

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