The What, Why + How of Agile and Scrum · 2020-02-12 · › Lead Expert and Operations Manager at...
Transcript of The What, Why + How of Agile and Scrum · 2020-02-12 · › Lead Expert and Operations Manager at...
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The What, Why + How of Agile and
Scrum
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© 2020 Netmind SL
Ana Aranda
› Lead Expert and Operations Manager at Netmind USA
› PMP®, PMI-ACP®, SAFe SPC› Trainer and mentor in Change
Management, Business Analysis, PMP, PMI-ACP, PRINCE2, SAFe, Agile PM, Management 3.0
› https://www.linkedin.com/in/anaarandadiaz/
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AGENDA
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› Reasons for Change› A New Approach› Doing Agile: Scrum› Always: Focus on
People!
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Reasons for Change
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The Ideal Project
“A common cause of disaster in software development is that the end product is precisely what the customer originally ordered.”
The Economist. Agility countshttp://www.economist.com/node/779429
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In an Ideal World…
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VUCA
??Volatile AmbiguousUncertain Complex
Popular term in business and academic literature that refer to an increasing inability to grasp the world and deal with the things happening around us
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A New Approach
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What is Agile?
Agile is a mindset (being Agile):› A way to approach challenges› Defined by:
› 4 values › 12 principles
› Implement (doing Agile) using:› Frameworks› Methods› Techniques
DOING AGILE BEING AGILE
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_______________________ over processes and tools
Agile Manifesto
___________________ over following a plan
PHRASES:contract
negotiationscomprehensive documentationindividuals and
interactionsresponding to
change
Individuals and interactions
Working products over __________________________
Customer collaboration over ____________________
comprehensive documentation
contract negotiations
Responding to change
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12 Agile Principles 1. Our highest priority is to
satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from
a couple of weeks to a couple of months, with a preference to the shorter
timescale.
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need and trust them to get the job
done.
6. The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design enhances
agility.
10. Simplicity--the art of maximizing the amount of
work not done--is essential.
11. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.
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Agile’s 12 Principles Word Cloud
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Being Agile means…
DOING AGILE BEING AGILE Value Oriented
Iterative
Incremental
Collaborative
Continuous Improvement
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Extreme Programming
Scrum
SAFe
Kanban
Doing Agile Means…
DOING AGILE BEING AGILE
…
Value Oriented
Iterative
Incremental
Colaborative
Continuous Improvement
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WE ARE AGILE
No documentationNo estimates or plans
Deploy directly to productionMake changes at any time
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“The dose makes the poison.”Paracelsus
Alchemist, considered father of toxicology
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Agile Approach Dosage
People
ProcessTechnology
CommunicationCollaboration
TrustEmpowerment
Focus on End-to-EndValue Prioritization
Continuous Improvement
Technical ExcellenceAutomation
Speed
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Agile – Iterative & Incremental
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Turn Iron Triangle Upside-Down
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Constraints Requirements
Estimates Cost Time
PredictiveWaterfall
Plan based
Value based
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Waterfall approach
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ANAL
YSIS
DES
IGN
DEV
ELO
PMEN
T
TEST
DEP
LOY
time
Let’s assume we have a classic waterfall project
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Waterfall approach
22
ANAL
YSIS
DES
IGN
DEV
ELO
PMEN
T
If we have significant delays in the early stages, when the deadline arrives all we have is some unfinished, non-value-add documentation.
+20%
If we run out of time. What do we compromise?
time
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Turn Iron Triangle Upside-Down
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Constraints Requirements
Estimates Cost Time
PredictiveWaterfall
Plan based
Cost Time
Functionality
AdaptativeAgile
Value based
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Incrementing - Build a Bit at a Time
© Jeff Patton, all rights reserved, www.AgileProductDesign.com
1 2 3 4 5
Incrementing calls for a fully formed idea. And, doing it on time requires dead accurate estimation.
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Iterative – Testing out the Idea
© Jeff Patton, all rights reserved, www.AgileProductDesign.com
1 2 3
A more iterative approach allows you to move from vague
idea to realization, making course corrections as you go.
4 5
“Iterating” builds a rough version, validates it, then slowly builds up quality.
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Agile – Iterative & Incremental
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Being Agile Doing Agile
› Populate projects with the needed people who posses the capabilities to get the job done with motivation and purpose.
› Scrum, for instance
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Doing Agile: Scrum
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The Scrum Guide™
http://www.scrumguides.org/scrum-guide.html
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Scrum
Scrum Team
• Product Owner / Business Analyst
• Delivery Team Member
• Scrum Master
• Stakeholders
Scrum Events
• The Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
• Product Backlog Refinement
Scrum Artifacts
• Product Backlog
• Sprint Backlog
• Product Increment
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The Scrum Team Cross functionalLargely self-directingSmall teamsHigh transparencyChange is welcomeEntire team works in sprint
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The Scrum Team
PRODUCT OWNER /BUSINESSANALYST
DEVELOPMENT(DELIVERY)
TEAMSTAKEHOLDERS
SCRUMMASTER
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T-Shape Teams – Cross Functional
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Tools for Lean High Performing Teams
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Artifact: User Story
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There’s More to the Story
IndependentNegotiable Valuable Estimable Small Testable
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User Story Advantages
Foster verbal communicationEasily understoodSmall enough to plan and estimateSupport iterative, incremental developmentAllow for changesPromote participationBuild tacit knowledge
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Additional Backlog Work Items (Stories)There are other types of stories, especially on IT Projects
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Artifact: Product BacklogThe sum of user and other storiesComposed of all the needs identified for the projectPrioritizedEnough detailed to continueUsed to estimate and planIs an extension of Product Vision
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Artifact: Sprint BacklogThe sum of user and other storiesComposed of all the needs identified for the projectPrioritizedEnough detailed to continueUsed to estimate and plan
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Techniques for Describing Scope
Helps refine and prioritizeVisual alternative Visual managementGreat for communicating scope
User Story Map for Scope and Planning
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Value & Scope Prioritization
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Ceremony: SprintConstant delivery of valuePeriod of 2-4 weeksConstant duration for constant rhythmHelps with planningScope should not change.*
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Sprint PlanningPlan the stories to be delivered in the sprint
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Daily Stand UpEffective way for team members to coordinate their work
What did I do since last standup?What’s coming up?What problems do I have?
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DemoShow what has been built and get feedback
Show stakeholders what was done Get feedback
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Sprint Retrospective Team self-inspection for continuous improvement
https://agilestrides.com/2017/09/25/40-ideas-to-spice-up-your-retrospective/
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Information RadiatorsVisualize team and project information
ProgressProject risks and issuesProject metricsProject modelsDefinitionsDecisionsAssumptions / DependenciesOut-of-scope items
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Scrum
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Minimum Viable Product - MVPTest our ideas and learn from success (and failure!)
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Embracing Change
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© 2020 Netmind SL
Basic SAFe-Scaled Agile Framework
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Without a Focus on People??
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© 2020 Netmind SL
• Reasons for Change• A New Approach• Doing Agile: Scrum• Focus on People
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