Agile101 Small Batches

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As presented at Mile High Agile 2012 in Denver.

Review and discuss the basic agile practices in the context of two games. The first game will illustrate why small batches are important and how they can help you address project risks sooner. The second game will illustrate how small batches can help give you better information about your project sooner and will demonstrate some of the basic agile practices at work like iterations, continuous flow, manage to done, velocity, retrospectives, etc.

Publié dans : Technologie, Business
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Agile101 Small Batches

  1. 1. AGILE 101: smallBATCHES Mile High Agile 2012
  2. 2. Steve Rogalsky @SROGALSKY WINNIPEGAGILIST.BLOGSPOT.COM PROTEGRA.COM
  3. 3. At Protegra weemploy agile andlean techniques togive our clients an Protegra Advantageadvantage – to leapout of the bowl.info@protegra.comblog.protegra.comwww.protegra.com
  4. 4. “Is your IT shop theplace where great businessideas grind to a halt?”
  5. 5. not necessarily faster
  6. 6. As a <role> I want to <some action> So that <result>(one coin) (many coins)
  7. 7. 120%100%80%60% Time spent switching40% Time spent on task(s)20% 0% 1 Task 2 Tasks 3 Tasks 4 Tasks 5 Tasks 6 Tasks From: QSM 1, Systems Thinking (Dorset House, 1992). Jerry Weinberg
  8. 8. Credit: This example is from “The Role of Quality Assurance in Lean-Agile” – Allan Shalloway
  9. 9. Alistair’s 3 keys tosuccessful projects:1. Frequent Delivery of working code2. Access to customers3. Co-located teams
  10. 10. vs. andEfficient Effective
  11. 11. 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 customers 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. efficient The most 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. technical excellence Continuous attention to 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 behaviour accordingly.
  12. 12. 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 customers 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. self-organizing teams. The best architectures, requirements, and designs emerge from12. At regular intervals, the team reflects on how to become more effective , then tunes and adjusts its behaviour accordingly.
  13. 13. "You cannot hold people responsible forresults if you supervise their methods. You then become responsible for results andrules replace human judgement, creativity, responsibility“ - Dr. Stephen R. Covey
  14. 14. "Effective leaders set up the conditions ofempowerment and then... get out of people’s way, clear their path and become a source of help as requested.“ - Dr. Stephen R. Covey
  15. 15. Size 1 Size 2 Size 3 Size 8
  16. 16. What agile practices did we just witness?• Iteration Planning • User Stories• Prioritized backlog (1-100 • Acceptance Testing not H/M/L) • Embracing Change• Manage to Done • Scope management• Relative estimating • Face to face• Velocity communication• Burn up/down • Kanban / Continuous Flow• Demo • Work in Progress Limits• Retrospectives • Continually testing for failure
  17. 17. In Closing Want sooner? • Be efficient with process – (think small) • Be effective with people Steve Rogalsky @SROGALSKYThanks! WINNIPEGAGILIST.BLOGSPOT.COMQuestions PROTEGRA.COM

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