2. Who am I
-> My Name: João Cerdeira
-> Team Leader
-> An Agile enthusiast:
Scrum / Kanban / Lean
-> A true believer in
OpenSource
http://twitter.com/jacerdeira cerdeira@gmail.com
3. Disclamer
-> I understand your questions,
but sometimes I don't have
answers
-> I don't work at a Startup
-> But I usually talk with
some Startup Founders
4. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery
5.
6. Agile Manifesto
Individuals and interactions over processes
and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a plan
8. Lean Principles
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole
9. Kanban Principles
Visualize the workflow
Limit WIP
Manage Flow
Make Process Policies Explicit
Improve Collaboratively
10. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery
16. What doesn't work
in Scrum
Single
PO
http://huitale.blogspot.com/2010/12/single-product-owner-model-is-broken.html
image: http://agilesoftwaredevelopment.com/blog/jackmilunsky/top-10-activities-product-owner
20. Agenda
Main
Scrum Kanban
Principles
Continuous Conclusion
DevOps
Delivery
21. Kanban
Introduction
Toyota Motor Company, Taichii Ohno and Shigeo Shingo
began to incorporate Ford production and other techniques
into an approach called Toyota Production System
or Just In Time
http://www.strategosinc.com/just_in_time.htm
http://totalqualitymanagement.wordpress.com/2008/10/28/lean-production-system/
22. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
23. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
24. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
25. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
26. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
27. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
28. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
29. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
30. The Power of
Flow
BackLog Analysis Development Done
Doing Done
US#1
31. The Power of
Flow
-> Shows Value Stream - like a process
-> The importance isn't to follow a process but
understands why you follow it
-> Brain is a pattern matching machine - kanban
board has a lot of patterns all recognizable and
all provable
-> Now, people see the impact of pulling task to
other team members
32. The Power of
Flow
-> Brain likes collaborating - The most important
thing in a project is a collaborative team - People
get together to achieve common objectives (the
dinossaurs had eaten us if we hadn't collaborated)
-> In a kanban, the importance is about the flow
and not about individual people
-> DoD in a kanban system means get the user
story to the next level and don't come back
37. The Power of
WIP
Flow
BackLog Analysis Development Done
Doing Done
US#1
US#2
US#3
US#4
US#5
38. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#1
US#2
US#3
US#4
US#5
39. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3 US#1
US#4
US#2
US#5
US#6
40. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6
41. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6
42. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#3
US#1
US#4
US#5 US#2
US#6
43. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#2 US#1
US#3
US#5
US#6 US#4
44. The Power of
WIP
Flow
BackLog Analysis Development Done
(5) (2) (3)
Doing Done
US#5
US#2 US#1
US#6
US#3
US#4
45. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End
46. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End
Urgent Task With a Red Card
47. The Power of
Urgent Task
Flow
In Startups Urgent Tasks can't wait for the Sprint End
Urgent Task With a Red Card
But Limit the number of Urgent Tasks
WIP It
48. Measure
BackLog Analysis Development Done
Doing Done
US#1 US#1 US#1 US#1
12 Days to complete the flow
49. Measure
Scrum XP way Tasks
5SP
4SP -> Don't Estimate
3SP -> Just count them
2SP -> In Hours
Kanban way
XL
XL L
L M
M S
S
50. Information
Radiator
= User Story = Task Completed
= Task = Task Blocked
= Defect = Task Assignee
= Priority US = High Priority US
51. Information
Radiator
Board Added
Date Dead Line
2011-04-30 (2011-05-30)
(Description) Priority
L
Size Who Requested
(complexity) the Feature
69. Agenda
Main
Scrum Kanban
Principles
Continuous
DevOps Conclusion
Delivery
70. Continuous
Delivery
An usual sentence in startUps:
We can't make the client wait, we need to put
this feature/bug correction As Soon As Possible
in Production
71. Continuous
Delivery
Why companys and Teams are afraid to
push code to production ?
72. Continuous
Delivery
Why companys and Teams are afraid to
push code to production ?
Afraid that something went wrong and turn
down the service causing
loss of revenue or credibility
73. Continuous
Delivery
Why companys and Teams are afraid to
push code to production ?
Afraid that something went wrong and turn
down the service causing
loss of revenue or credibility
WHY ?
74. Continuous
Delivery
Why companys and Teams are afraid to
push code to production ?
Afraid that something went wrong and turn
down the service causing
loss of revenue or credibility
WHY ?
Lack of test and Automated Builds
77. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System SubVersion
Mercurial
GIT
78. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
Builds Every Commit
Dedicated VCS Branch
Builds in a diferent machine
Test at Every Build
79. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
5 –> Simple Deploy Scripts
One Command Deploy
Puppet / Chef
80. Continuous
Delivery
Solution:
1 –> Tests
2 –> Automation
3 –> Version Control System
4 –> Continuous Integration
5 –> Simple Deploy Scripts
6 –> Monitoring Monitoring Everything
Real Time Warnings
Nagios / etc
93. Conclusion
Is Kanban more suitable to StartUps because has
less Rules ?
Perhaps every company want to be as produtive
as a Startup
94. Conclusion
Google wants to be a StartUp again
“Mr. Page said in January that he wanted to allow
more projects to operate like start-ups inside of
Google, similar to how YouTube and Android
currently operate.”
http://online.wsj.com/article/SB10001424052748703784004576220902706041400.html