Agile presentation ONA12
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Agile Product Design and Project Management
Valentina PowersDirector of Digital Operations, NYPR
Bryan YoungDigital Project Manager, NYPR
Monday, September 24, 2012
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Agenda
• The “traditional” project
• Traditional becomes Lean, Lean becomes Agile
• What is Agile?
• What is Scrum?
• Real-life applications of Agile
• Workshop: using Agile
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I. Before Agile
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“Traditional” Project Management: Waterfall
“I believe in this concept, but the implementation described above is risky and invites failure.” - Dr. Winston Royce, creator of Waterfall
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When Waterfall Works
• predictable, repeatable, certain processes and requirements
• the next step is always known (linear)
• ex. accounting, payroll, billing.
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When Waterfall Doesn’t Work
• uncertain requirements
• change is inevitable
• the next step is not known! (non-linear)
• ex: strategy, marketing, web, software, most things
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From Waterfall to Lean
• Lean manufacturing and the modernization of Mass Production
• Multi-disciplinary Lean approach: lightweight and Agile
1960 1970 1980 1990 2000 2010
Toyota propagates Lean
Toyota Production System
(TPS) is launched
Dell, IBM adopt lightweight
The Agile Manifesto
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Monday, September 24, 2012
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II. What Agile Is
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What is Agile?
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What is Agile?
• a non-traditional approach to Project Management that stresses collaboration, flexibility, and quick, iterative cycles of productivity
• adapted widely in software development but is multi-disciplinary
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Who Uses Agile?Technology/Software
12
Education
Investment/Banking
Automotive
Media
Retail
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What is Agile?
• focus is on needs and usability, not requirements
• acceptance of failures, learning to adapt
• Build - Measure - Learn: create feedback loops
• team input is crucial
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What is Agile?• Develop Minimum Viable Products (MVP)
• build simple products
• reduce goals, add later
• learn quickly
• prioritize features
• if it fails, that’s okay!
• more than 60% of software functionality never used
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The 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.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
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12 Agile Principles• Customer satisfaction by rapid delivery
• Welcome changing requirements, even late in development
• Working software is delivered frequently (weeks rather than months)
• Working software is the principal measure of progress
• Sustainable development, able to maintain a constant pace
• Close, daily co-operation between business Monday, September 24, 2012
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12 Agile Principles
• Face-to-face conversation is the best form of communication (co-location)
• Projects are built around motivated individuals, who should be trusted
• Continuous attention to technical excellence and good design
• Simplicity
• Self-organizing teams
• Regular adaptation to changing circumstances
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Why Agile?
• Cost of change is minimal
• Focus from cost to revenue
• Time to market
• Better customer satisfaction
• Less process, more products
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Why Agile?
• Greater visibility into project progress
• Early defect detection/prevention. Catch mistakes early!
• Adaptive/flexible: lessons learned at every iteration
• Stress is on creating quality products
• Improved team morale
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The downsides (and upsides) of Agile
• Need for organizational support / organizational efficiency across the board
• Focus on shorter sprints vs. big picture / keep momentum
• Change fatigue from users / change is good!
• Less documentation / documentation is not the primary vehicle of communication
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Agile Techniques
• Extreme Programming (XP)
• DSDM
• FDD
• Lean
• ...and Scrum
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III. Scrum
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Scrum
• an Agile project management process stressing collaboration and flexibility
• an iterative approach to product development, when requirements are uncertain or constantly changing
• a method by which to keep an ongoing dialog between users and creators
• scalable to distributed, large and long projects
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Scrum Roles
Scrum Master
• manages the process
• shields the team from distractions
Product Owner
• manages the vision, ROI, releases
• updates and prioritizes requirements
Team
• manages the development; commits to results to be achieved
• self-organizing and self-managed; determines the best way to deliver the highest priority features
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Scrum Terms
Sprint
• an iteration (or short burst) of work
• typically 14 days in duration: deliverables are built
Product Backlog
• to-do list (list of functionality) for a particular product, managed and prioritized by the client
Sprint Backlog
• to-do list (list of functionality) for a particular sprint, managed and prioritized by the team
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Scrum Terms
User story
• As a <role>, I want <functionality> so that <value or justification>.
Daily scrum
• daily stand-up
Burndown chart
• a big picture view of a project
PSP / MVP
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What Scrum Looks Like
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IV. Real-life applications of Agile
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Why Did We Go Agile?
• It’s a movement/trend in Software Development with traction
• Proven to be successful–1 in 7 companies using Agile (2005)–NPR and other media companies use Agile
• Growing NYPR digital staff with lots of projects
• Allows us to move quickly, be innovative, launch better products.
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If we don’t all sit together,we will fail!
How We Did It
• Co-location
• Training
• Projects split into releases, releases split into sprints
• Daily scrums
• Split up into smaller project teams; more developer involvement
• Work closer with internal clients & collaborate- more transparency
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How We Did It
• Lessons learned
• Integration of feedback loops
• Collaborative tools to share information (JIRA, Trello, rapid boards, white boards, etc.)
• Use contractors who are known "partners" and have an existing relationship
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Monday, September 24, 2012
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RAPID Board
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Monday, September 24, 2012
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Monday, September 24, 2012
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Monday, September 24, 2012
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How We Did It
• Take more risks (failure is OK!)–Allows us to be innovative
• Create teams with people who work well together, self-managed teams with generalists (team members wear multiple hats)–Synergy is key
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In the Works...
• Hold internal hackathon, 20% built into sprints: ways developers can explore projects.–Keeps creative juices flowing.
• More Prototypes, less comps-–Solve problems before we hit dev
• More MVP’s-”minimum viable products”–Simple now, evolve later–Helps us move faster
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Specifications- On Demand Player
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In the Works...
• Developers blog & feedback forms–Transparency with our users, more feedback
loops
• More guerilla testing!–Quick feedback at lower costs
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Case study: The Lean Newsroom
• Problems:
• too many communication channels, not enough accountability
• who owns what and how do we know who owned what?
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Case study: The Lean Newsroom
• Task: develop a better way to monitor the progress of a story from inception to execution
• improve transparency and communication
• allow for easy determination of ownership and accountability
• reduce waste
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Case study: The Agile NYPR Newsroom
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How can you be Agile?
• Create small, empowered, self-organized teams that can make quick decisions, but keep stakeholders in the loop
• Team members made up of generalists: competent and eager to learn
• Use existing Agile tools to streamline communication and collaborate
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How can you be Agile?
• start simple - don’t overthink - test the waters - think MVP
• break down large projects into smaller parts
• set goals, not hard requirements
• think of your audience’s needs
• take risks (it’s okay to fail!)
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How can you be Agile?
• learn lessons: “how did we do?”
• incorporate feedback loops in subsequent iterations
• be quick to respond to change - flexibility is key
• get trained!
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Recommended Reading
• “Agile Software Development with Scrum” by Ken Schwaber
• “Succeeding with Agile: Software Development Using Scrum” by Mike Cohn
• “Extreme Programming Explained” by Kent Beck
• “Agile and Iterative Development” by Craig Larman
• The Scrum Alliance: http://www.scrumalliance.org/
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Q&A
• Questions?
• Thoughts?
• Feeling nimble?
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and now...
• BREAK!!
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V. Activity: Creating a Menu
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Let’s be Agile!
Now that you’ve learned what Agile is, let’s put it into practice by creating a menu using Agile techniques.
You will...
• Be part of an Agile team
• Create user stories
• Size and prioritize the backlog
• Do the sprint
• Review / retrospect
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Break into teams!
• (4-5 to a team, please.)
• Appoint one Scrum Master, one Product Owner + team
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Choose Your Requirements
• Create cover art/brand/logo• Menu layout• Create categories• Provide drink options• Location/map• Set pricing structure• Contact information• Delivery information (minimum and delivery area)• Provide satisfied customer testimonial• Provide ratings (Zagat/Yelp)• Provide hours of operation• Provide photo of the restaurant• Menu material (paper/covering)• Separate delivery/take out menu• Website/digital menu• Daily specials
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User Stories
• Write 3 user stories for each of your requirements for this sprint.
• Example: As a customer, I want to be able to see what beverages are available so that I can purchase something to drink with my dinner.
20 minutes
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Size and Prioritize
• Do a round of time estimates for items in the backlog, based their relative complexity
• Assign a point value to each PBI
• Range: 0 (no effort) 1/2 (tiny effort), 2 (small effort), 3 (medium effort), 5 (big effort), 8 (very big effort), 13 (huge effort), 20 (forget about it)
20 minutes
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Sprint
• Assign each user story to a team member
• Sprint away!
• (Incorporate “daily SCRUM” ) - 2 mins
20 minutes
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Now let’s...
• BREAK!
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Review
• Meeting in which the team demonstrates the work they have completed
• Typically 2 hours for each 14 day sprint
• Team presentations!
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Retrospective
• What went well and what didn’t? How can we improve for next time?
• Typically 90 minutes for 2 week sprint
• 4 Square
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Thank you!
• Questions for us?
• How will you apply it?
Monday, September 24, 2012