2. Why did your projects succeed or fail?
What caused our projects to fail? What caused our projects to succeed?
Jirayut Nimsaeng
3. Jirayut Nimsaeng
Most IT projects fail. And are late
The Standish Group has studied over 40,000 projects in 10 years.
http://www.versionone.com/assets/img/files/CHAOSManifesto2013.pdf
Average cost & time overrun: ≈70%
IT project success rate 2004: 29%
Average cost & time overrun: ≈66%
IT project success rate 2012: 39%
Plan: 1,0000,000
Actual: 1,700,000
Plan: 1,0000,000
Actual: 1,660,000
10. Resource optimization vs Time-to-market optimization
Silo Team vs Cross-funtional Team
Client Team
Server Team
Dev Team
Tester Team
User needs
Specialize Tasks
Henrik’s Lean & AgileJirayut Nimsaeng
11. How long does it take to write a name?
Jirayut Nimsaeng
16. Fastest learner wins!
Delivery frequency = Speed of learning
It is not the strongest
species that survive,
nor the most intelligent,
but the ones most
responsive to change.
Jirayut Nimsaeng Henrik’s Lean & Agile
18. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Manifesto for Agile Software Development
Jirayut Nimsaeng http://agilemanifesto.org
21. Scrum in nutshell
Split your organization
Split your product
Optimize business value
$$$
$
Split time
January April
Large group spending a long time building a huge thing
Small team spending a little time building a small thing
... but integrating regularly to see the whole
Jirayut Nimsaeng Henrik’s Lean & Agile
22. Scrum roles
Direct communication
Product owner
Who knows and can turn
business into value
Team
Who knows how to build it
SM
Scrum Master
Who will be coach/facilitator/mentor
and impediment remover
Stakeholders
Users
Operations
Management
Etc ...
Product
Backlog
---------------
---------------
---------------
---------------
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Sprint
Backlog
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Jirayut Nimsaeng Henrik’s Lean & Agile
23. Scrum team
● Cross-functional with no roles
● Seven plus or minus two
● Self-organizing
● Responsible for committing to work
● Authority to do whatever is needed to meet commitment
● Open, co-located space
● Resolution of conflicts
● Working agreements
Jirayut Nimsaeng
24. Working Agreements
● Coding standards
● Definition of done
● Time of daily scrum
● Penalty for being late
● Pair programming and TDD rules
● Pomodoro
Jirayut Nimsaeng
26. Product Backlog Discovery
Write user stories
As a buyer
I want to save my shopping cart
So that I can continue shopping later
As a buyer
I want to save my shopping cart
So that I can continue shopping later
Focus on Goal
not Solution
Guideline:
● Testable
● Valuable to a real stakeholder
Jirayut Nimsaeng Henrik’s Lean & Agile
27. Book shelf requirement
● Users can record their books
● Users can specify where the books are
● Users can share their books with other users
● Users can access system via web and mobile
● System must handles at least 100 users at the same time
Jirayut Nimsaeng
29. Estimating Strategy
● Story point is not man-hour
● Estimate by the people who are going to do the work
● Estimate by relative feature size
● Prefer verbal communication over written
● Story point is depends on individual and team experiences
● Always estimate & re-estimate continuously during project
● Estimate is estimate
Jirayut Nimsaeng
41. Daily Scrum
● Daily status meeting (some call daily standup)
● No more than 15 minutes
● Three questions
● What have you done since last meeting?
● What will you do before next meeting?
● What is in your way?
● Synchronization for the team to enable self-management
Jirayut Nimsaeng
42. Fail fast and recovery
Failure Avoidance Failure Recovery
Jirayut Nimsaeng Henrik’s Lean & Agile
44. Velocity FAQ
● No too low velocity
● Only actual velocity with realistic or unrealistic plan
● Dramatic improvements can be made quickly
● You will have a false velocity if
● You skip or postpone test & integration
● You overdo your works
● Velocity won't increase by adding more people to the team
● Strong team will maintain their velocity
Jirayut Nimsaeng
45. Sprint Review
● Team presents done functionality
● Team cannot present functionality that is not done
● Team discusses with PO and stakeholders
● PO prioritized backlog accordingly
Jirayut Nimsaeng
46. Retrospective
● Reflect and create actions for improvements
● Good – Bad – Try
● What we can improve?
● Team will decide few actions to do in next sprint
Jirayut Nimsaeng