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development experience, with the last 8 in Agile Certified ScrumMaster Trainer BS-MIS, MBA, PMP Co-author of The Software Project Managers Bridge to Agility, part of Addison-Wesleys Agile Software Development series
2008 Sliger Consulting Inc.
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Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
-- http://www.agilemanifesto.org/
2008 Sliger Consulting Inc.
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Agile
Time
Plan Driven
Value Driven
Estimated
Source: www.dsdm.org
Resources
Time
Features
Release themes & feature intent drive estimates
Agile Frameworks
SCRUM (Ken Schwaber) XP (Kent Beck) Crystal (Alistair Cockburn) Lean Software Development (Mary Poppendieck) Dynamic System Development Method (Dane Faulkner) Adaptive Software Development (Jim Highsmith) Feature Driven Development (Jeff DeLuca)
Release A
Feature 1, Feature 2, Feature 3a Release to Production
Release Backlog
Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a
Iteration 1
Feature 1a Feature 1b
Iteration 2
Feature 1c Feature 1d Feature 2a
Iteration 3
Feature 2b Feature 3a
Product Backlog
Feature 3b Feature 3c Feature 3d Feature 4 Feature 5 Feature 6 Feature
Release Backlog
Iteration 1
Iteration 2
Iteration 3
End of Release
Iteration Backlog
Daily Work...
End of Iteration
PMBOK Project Phases vs. Agile Project Life Cycle The Agile Fractal
At the Release level: And at the Iteration level:
Release or Quarter
Release or Quarter
Release or Quarter
Project Retrospective
Agile Project
Release Planning
Iteration
Iteration
Iteration
Release Retrospective
Iteration Planning
Daily Work
Daily Work
Daily Work
Agile Iteration
Daily Stand-up
Task Completion
Task Completion
Task Completion
Update Progress
Daily Work
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Agile: Plan what you expect to happen with detail appropriate to the horizon Control is through inspection and adaptation
Reviews and Retrospectives Self-Organizing Teams
Culture
Design
Continuous
QA
Continuous
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Conformance to Plan
Response to Change
Critical Path Work Breakdown Structure % Complete of Tasks Serial Checkpoints Procedural Process Fixed Scope
Critical Chain Features and Plans # of Features Accepted Parallel Checkpoints Empirical Time Boxes Fixed Time and Resources
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Command-and-Control
Leadership /Collaborative
Culture of Sign-Offs High-Level Plans = Roll-up of Detailed Plans Detailed Planning Early Protect the Project Scope Demonstrate at End Long Weekly Status Meetings
Graphic Rally Software Development Corp., All rights reserved
Culture of Learning Gross Estimates of Backlog Create the High-Level Plans Detailed Planning within Iterations Protect the Iteration Scope Demonstrate Every Iteration Short Daily Stand-up Meetings
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Continuous Continuous
Contract with Customer Big Design Sign-Off Dreaded Integration Phase Never Miss Dev Complete Date Work in Big Phases Testing Squeezed
Graphic Rally Software Development Corp., All rights reserved
Partner with Customer LRM Design Decisions Continuous Integration Never Break the Build Work in Small Chunks Low Priority Features Squeezed
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Integration Management
Traditional Agile Project Plan Release and Iteration Development Planning Project Plan Execution Iteration work Direct, Manage, Monitor, Facilitate, Serve, Lead, Control Collaborate Integrated Change Constant feedback: Control During the iteration
At the end (demo, review, retrospective)
Ranked Backlog
2008 Sliger Consulting Inc.
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Scope Management
Traditional Scope Definition Create WBS Scope Verification Scope Change Control Agile Planning Meetings Release and Iteration Plans Feature Acceptance Constant feedback:
During the iteration At the end (demo, review, retrospective)
Ranked backlog
2008 Sliger Consulting Inc.
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WBS
Release Plan Iteration Plan
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Feature breakdown structure does not show tasks Duration = full length of the iteration No resource allocation (unless assigning teams)
Graphic Mountain Goat Software, All rights reserved
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Acceptance criteria for the feature is written on the back of the card. This is the basis for the test cases.
Passing test cases arent enough to indicate acceptance the Product Owner must accept each story.
2008 Sliger Consulting Inc.
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Burndown Charts
Estimated Scope
Iteration/Time
2008 Sliger Consulting Inc.
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Quality Management
Traditional Quality Planning Quality Assurance Agile Test-Driven Development Committed QA resources involved from the beginning Reviews & Retrospectives Test early & often Feature Acceptance
Quality Control
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Stakeholders should be invited to attend the demo Team only for the review and retrospective
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Who
Mark Jay
When
Monday Monday
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Risk Management
Traditional Risk Identification Qualitative Analysis Response Planning Monitoring and Controlling Agile Iteration Planning and Daily Stand-ups and Retrospectives Daily Stand-ups and Highly Visible Information Radiators
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Scope creep (additional requirements that inflate the initially accepted set)
Change is expected and welcome, at the beginning of each iteration Self-organizing teams experience greater job satisfaction
Personnel loss
Core risks from Tom DeMarco and Tim Lister: Risk Management During Requirements IEEE Software
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In Planning Meetings -
In Daily Stand-ups -
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Lets Review
Project planning is broken out into multiple levels of planning: we looked at quarterly /release planning, iteration planning, and daily planning Facilitating and coaching a team helps them to make the best decisionsand frees you to focus on strategic and organizational issues The ranked backlog, owned by the business, is the primary means of change control
2008 Sliger Consulting Inc.
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Lets Review
Scope is defined at a granularity that is appropriate for the time horizon Scope is verified by the acceptance of each feature by the product owner Work Breakdown Structures become Feature Breakdown Structures Gantt charts are not typically used; instead burndown charts help us to track progress
2008 Sliger Consulting Inc.
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Lets Review
Test-driven development and cross -functional teams help to bring quality assurance and planning activities up to the beginning of the project, and continue throughout the project Bugs are found and fixed in the iteration; features are then accepted by the product owner
2008 Sliger Consulting Inc.
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Lets Review
The very nature of the agile framework allows core risks to be addressed by the team throughout the project Highly visible information radiators and constant feedback cycles help teams to identify and monitor potential risks, and respond effectively once the risk event occurs
2008 Sliger Consulting Inc.
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Your Responsibilities
Safeguard the Process:
Facilitate meetings Remove roadblocks Protect the team from distractions Help people communicate Act as the teams memory
Remind the team of the overall vision Remind the team of the purpose of the process Remind the team of decisions they agreed to Ask the team to explain things to you if it doesnt look like what theyre doing makes any sense Keep velocity estimates in check Bring the probability of unfinished features to their attention Keep metrics
2008 Sliger Consulting, Inc.
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Your Responsibilities
Communications: Mediate team disputes Be the first rung in the escalation ladder Negotiate with those outside the team Provide highly visible information radiators
And formally report on progress
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Your Responsibilities
Build a community: Create a safe environment that fosters collaborative decision-making and encourages experimentation Maintain an environment that supports high productivity Serve as a liaison and ambassador and advocate Participate in organizational change Share your experiences with others
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You Do NOT
Own the product backlogthe product owner does Own the estimatesthe delivery team does Make delivery decisionsyou facilitate this activity for the team, and instead make decisions regarding project administration and strategic and organizational issue resolution Make product decisionsthe product owner does, or his/her proxy Have to have all the answersask the team!
2008 Sliger Consulting, Inc.
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Additional Resources
Stretching Agile to Fit CMMI Level 3, an experience report by David J. Anderson:
http://www.agilemanagement.net/Articles/Papers/ StretchingAgiletoFitCMMIL.html
Books:
The Software Project Managers Bridge to Agility by Michele Sliger and Stacia Broderick Lean Thinking by James P. Womack and Daniel T. Jones Implementing Lean Software Development by Mary and Tom Poppendieck Agile Project Management with Scrum by Ken Schwaber Scaling Software Agility by Dean Leffingwell Behind Closed Doors by Esther Derby and Johanna Rothman Collaboration Explained by Jean Tabaka Agile Estimating and Planning and User Stories Applied by Mike Cohn
2008 Sliger Consulting, Inc.
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Rally
www.rallydev.com
Version One
www.versionone.com
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Planning Poker
www.planningpoker.com
Watir
www.watir.com
Selenium
www.openqa.org/selenium/
XPlanner
www.xplanner.org
2008 Sliger Consulting, Inc.
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Thank you!
michele@sligerconsulting.com
Visit www.sligerconsulting.com for more information on this and other agile training and coaching offerings