Agile Protoyping in Academia
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Agile Prototyping in Academia
David F. FlandersJISC Programme Manager, nee Project
ManagerTwitter = dfflanders
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So how is this going to work?
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Objectives of 30 min talk (2X15min):
1. To introduce the management methodology of Agile Prototyping as fundamental to Academia’s remit to the end user.
2. To go over the Agile Manifesto & its Principles so as to highlight it as a framework of hooks by which real pragmatic human advice can be hung.
3. To demonstrate how the Agile principles (theories) can be turned into working practices (pragmatics) for a small project team (working in Academia) <- according to my previous experience.
* To learn from you on how to do Agile better!
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Starter for ten: are we (Unis) in an innovation
recession?
Built technologies for the end user.
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AGILE
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The Agile Manifesto, c.2001
Origins:• Business sector =
customer/client focused• Middle aged developer
‘hippies’: “Dev is NOT enterprise engineering”.
• S/W should be more intuitive to the human psyche...Web 2.0?
• Manifesto x4 = PinUp Principles x12 = Hooks
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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*
* = That is, while there is value in the items on the bottom, we value the items on the top more.
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Agile Principles...into Practice.
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AGILE PRINCIPLES INTO PRACTICES
(1-6) PART I:PRINCIPLES FOR
ORGANISING YOUR USERS
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USER-CASESQ: Do you have real users on hand?• User Groups!!!• Über Users• UXer• UserPersonas
(Named) <- user artefacts
• Provide a feedback loop– Feedback button– Phone
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No. 2.) Welcome changing requirements, even late in development. Agile harnesses change for the user’s
advantage.STORYBOARDS
Q: What is the setting in which your user lives?
• After user F2F, draw up storyboards to describe user context– Peel situational onion
• Storyboards are modular <- humans change!!!
• Sticky-notes should change as often as users change.
• User is always right: don’t impose your world view!!!
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No.3 Deliver working s/w frequently, from a couple of weeks to a couple of months, w/ a preference to the shorter
timescale. WIREFRAMES
Q: Is the psyche of your user on tap (Face2Screen)?
• What is the overall flow of the app from window to window (10K+ft above)– One big window or multiple?– Wizard or tab, etc.
• What does the box & button mean to the user?– On call ÜberUser, UXer– Use Cases + Storyboards =>
Wireframe (CartoonBoxes)
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No.4 Continuous attention to technical excellence and good design enhances agility.
PAPER-PROTOYPINGQ: how long does it take
you to produce a version?
• Paper Prototyping is cheaper than writing code.
• Nothing more valuable than putting interfaces in front of users.• Whiteboard projection• Screen-Cast-Crowd-
Sourcing (Drupal)
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No.5 Working software is the primary measure of progress.
WORK-PACKAGESQ: Are your WPs
granularly timeboxed?• Consider = could
another dev pick it up and develop it?
• Abandon = How do you recognise FAILs and WINs?
• Adopt = Can your user pick up the s/w and use it without your help?
1-3 weeks total (no more!)
1-3 weeks total (no more!)
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No.6 Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
MERITOCRACYQ: How are you talking
about your s/w to others who are using it?
• Agile + Community = Able to do more.
• Agile should enable a team to juggle more work.
• JISC is community.
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Pause for discussion.
At this time I would recommend a five minute open discussion take place.
• Comments/questions are anonymous to me so please feel free to be candid.
• Though, if someone could take on the role of scribe to type in the comments to twitter so I have a chance to respond as well?
Otherwise please use this time to turn to your neighbour and ask them what they think thus far.
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AGILE PRINCIPLES INTO PRACTICES
(7-12) PART II:PRINCIPLES FOR
ORGANISING YOUR TEAM
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No.7 Build projects around motivated individuals. Give them the environ & support they need, & trust them to get
the job done. TEAM-FORMATION
Q: Will the ppl you are working with help or get in the way?
• Get right ppl on the bus and wrong ppl off the bus.
• Team Hierarchy? Google doesn’t have PMs.
• Innovation is achieved by bringing in new talent!
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No.8 - The most efficient and effective method of conveying information to & within a development team is
F2F convo.RESOURCING
Q: Where can you find team members you can’t afford?
• Borrow your team from the institution (those who want to innovate)!
• PMing is a group activity. Engage with a community!– How do you
crowdsource?
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No.9 The best architectures, requirements, and designs emerge from self-organizing teams.
TEAM-ROLESQ: Do you know thy
team!?• PM / PO• Admin / PM• UXer• Dev (front/back)• Consultants (in the
community) are good.
• Scratch other projects back (barter!)
UXerUXer
DevDev
DevDev
PMPM
POPO
Want Help?Want Help?
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SETTINGQ: Where is the stage for
this play?• War room meetings.• Talking Wall
<userVoice>– Artefacts: Storyboard,
Wireframe, Prototypes...
• Point of discussion to keep all engaged.– Users– Team– Stakeholders
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No.11 - At regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behaviour
accordingly. SCRUM
Q: How do you enable change to occur?
• Daily “Stand-Ups” (3Xsentences)
• Reflection mtg every 2-3 weeks to review wall artefacts (praxis)
• Priority log of sprints (WPs) to achieve.
• Your project plan should be torn up / amended after the second/third iteration of SCRUM
• Can’t do this w/ >3 x Ppl.
24 hours
version release
2-3 weeks
artefacts
WPs
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No.12 Simplicity--the art of maximizing the amount of work not done--is essential.
SPRINTSQ: How do you achieve
small completion wins?
• Chunk work up into achievable WPs– YONWYK
• Achievable = >2 weeks– Set difficulty rating 1-5– If it is a sprint fail, it is a
fail... No “but if...”• Don’t domino WPs
(gaant waterfall bad!) -> burndown charts!?
• Post WINS and FAILS <- you’ll save others/your time!!!
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The Agile Manifesto:Individuals and interactions
over processes and tools*
Working software over comprehensive documentation*
Stakeholder collaboration
over remit/contract negotiation*
Responding to change
over following a plan*
* = That is, while there is value in the items on the bottom, we value the items on the top more.
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What does Agile and Open development look like?
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Man
ag
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Orie
nte
dM
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Orie
nte
dD
evelo
per
Ori
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ted
Develo
per
Ori
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ted
Agile WaterfallCowboy
Summary (Overall)
C O N T I N U U M True agile produces real products for real
people & does it in quick short bursts that are comprehensible to all involved, especially the end
user.
ScrumRefacto
rTDD
Unit Test
XPRAD
6σ
MSPPRINCE
2
RUP
User OrientedUser Oriented
kanbanSCM
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Conclusion:
PoP
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Thanks
David F. FlandersTwitter = twitter.com/dfflandersBlog = dfflanders.wordpress.com
Open Notebook = code.google.com/p/jiscri
License: Creative Commons Attribution ShareAlike 2.0 UK