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Transcript of Agile mind set - scrum gathering india pune 2013
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The Agile Mind Set – The Key For Lasting Agile Implementations
Scrum Gathering® India Regional 2013Dr. Ronen Bar-Nahor ([email protected])Senior Lead CoachAgileSparks
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Who are we?
• We help companies improve by Adopting lean and agile principles and practices
• We provide training and coaching to all organizational levels, from high management to developers
• Our team consists of Agile professionals with diverse expertise
• Successfully completed hundreds of projects• www.agilesparks.com
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If everybody is doing Agile, maybe nobody is doing Agile ?
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Guiding values of Agile Declaration of Interdependence (DOI)• Written in 2005 as an adjunct to the Agile Manifesto
Business
DeliveryProcess
• Customer collaboration
• Flow of value• Context specific strategy
• Constant adaption • Individuals
who make different
• Group accountability
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Guiding values of Agile Declaration of Interdependence
We increase return on investment by making
continuous flow of value our focus.
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Flow Of Value
Small batches/stories Done is Done (e.g. Zero defects)
Progress based on “Done stories”
Over
Progress based on tasks, Stabilization & packaging period
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Flow Of Value
Stop starting start finishing, Swarming Pull mode, Just In Time (Kanban)
Over
Everything is important we must start (push) Context switch Waste
Hardening
R D C T
Time
R D C TR D C T
R D C TR D C T
R D C TDONE
Coding Done
Feature Freeze
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Flow Of ValueOptimize the whole Focus on bottlenecks
Over
Full utilization, Local optimization
Inspired by henrik kniberg
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Flow Of Value
Constantly working system Stop & fix
Over
Late check-in, Pure automation, “Integration hell” Surprises, Late value
Inspired by henrik kniberg
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Guiding values of Agile Declaration of Interdependence
We deliver reliable results by engaging customers in frequent interactions and shared ownership.
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Customer Collaboration
Product Owner partnership Early feedback,
Endorse changes
Over
“You do not meet your commitments”, “You can’t change the requirements”,
Following the plan
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All collaborate on the “why” Minimal Marketable Features (MMF) 1-2 sprints ahead (team sniffing)
Over
Implementation driven (focus on the “how”) Technical stories Team lead as a PO
Customer Collaboration
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Guiding values of Agile Declaration of Interdependence
We expect
uncertainty and manage for
it through iterations,
anticipation, and adaptation.
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Manage UncertaintyRequirements
Postpone decisions to the last responsible moment Risk driven – validate assumptions
Over
Comprehensive documentation Too detailed backlog
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Manage UncertaintyPlan
Fast estimations (relative story sizing) Provide forecasting
Predictability based on velocity
Over
Waste time on “accurate” estimation Focus on meeting “commitments”
Detailed execution plans
Worst
Average
10*30sp
10*40sp
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Manage UncertaintyTechnology
HL architecture Spike Re-factor /”clean code” Continuous Integration
Over No “big picture”/system view Fear of making a code change Late check-in (sprint, story)
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We unleash creativity and innovation by recognizing that
individuals are the ultimate source of value, and creating an environment where they can make a difference.
Guiding values of Agile/Flow Declaration of Interdependence
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Respect People
Motivate people by providing Autonomy, Mastery and Purpose (AMP) Sustainable pace
Over
Command & control Scrum as a tool to increase “productivity” Forced estimates
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Respect People
Tolerance for errors encourage experiments
Over
“Cover your behind” culture
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Guiding values of Agile Declaration of Interdependence
We boost performance through group accountability for results and shared responsibility for
team effectiveness.
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Agile Team
Team owns the process Team owns the way they work (self-organized )
Over
Top-down implementation Processes & tools over people & communication Team Lead is the master of the solution
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Agile Team
Cross functional Shared code ownership
Leveraging knowledge
Over
Specialization silos, Component teams Territory defense/Job security
GUI
Client
Server
DB
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Agile Team
“QA is dead – long live the new QA” Approve we're building the right thing, “Whole team approach” Executable spec., ATDD
Over
Validating that the software works as specified Comprehensive test documentation “Bug hunters”, last defender of quality Defensive organizational boundaries
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We improve effectiveness and reliability through situationally specific strategies, processes and practices.
Guiding values of Agile Declaration of Interdependence
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Continuous Improvement
Managers focus on the “way we operate”
Over
Managers focus mainly on end results
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Continuous Improvement
Retrospectives in all levels, Managing improvement initiatives and technical debt
Over
Retrospective just at team level, Recommendations without actions
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The Improvement Journey
• Agile is not a silver bullet, it surfaces pains• Agile is a mindset with a toolbox not a goal• Agile is a continuous improvement framework –
inspect and adapt
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THANKS !