Agility? What for? And how?€¦ · The 12 Agile Principles “Our highest priority is to satisfy...

Agility? What for? And

how?

> Warm-up Session Agile Tour Vienna 2014

© CSS GmbH | November 2014

Agenda

Agile Software Development: reasons & goals

Scrum in a nutshell

Kanban in a nutshell

Agility: prerequisites, limits and corporate culture

2


The Manifesto for Agile Software Development

“We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:– 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.”

www.agilemanifesto.org ©2001, Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

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http://www.agilemanifesto.org/


The 12 Agile Principles

“Our highest priority is to satisfy the customer

through early and continuous delivery of valuable

software.”(1st Principle of Agile Software; www.agilemanifesto.org)

“Welcome changing requirements, even late in

development. Agile processes harness change for

the customer's competitive advantage.”(2nd Principle of Agile Software; www.agilemanifesto.org)

4




The Cone of Uncertainty (also: Funnel Curve)

At the start of the project, uncertainty concerning requirements is 16 times higher than at the end of the project (Boehm).

After 30% of the project duration have elapsed, this uncertainty is reduced from 16 times to 1.5 times (Boehm).

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The „classical“ project management approach

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But „C“ would have

been the solution

which the client really

needed Source: Mitch Lacey 2011

„B“ was 100% implemented

as planned

„B“ was specified

and sold in the

beginning



“Working software is the primary measure of

progress.”(7th Principle of Agile Software; www.agilemanifesto.org)

“Deliver working software frequently, from a couple

of weeks to a couple of months, with a preference

to the shorter timescale.”(3rd Principle of Agile Software; www.agilemanifesto.org)

7




And now here is the agile approach…

8

Source: Mitch Lacey 2011

„B“ has been planned. And it has been

specified how to deal with changes.

Here they found out

that „B“ should look

more like „C“...

So they

decided to go

for „C“!

The „B“-

detour has

been skipped.

© CSS GmbH | November 2014 9

What do you read?

IUMRING TQ GQNGIUSIQNS

Source: Mike Rother

IUMRING TQ GQNGIUSIQNS

Our brain automatically fills in blanks, instead of saying to us “Sorry, I don’t know yet”

Source: Mike Rother



“Continuous attention to technical excellence and good design enhances agility.”

“Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”

“Simplicity--the art of maximizing the amount of work not done--is essential”

(9th, 8th & 10th Principle of Agile Software; www.agilemanifesto.org)

11



Don’t forget about uncertainty!

12

Sometimes we have to look at

things we don’t want to see…

But it’s better to have

thunderstorms during a project

than having a hurricane in the

end…

An agile, iterative approach

forces everybody to check

continuously if we are on the

right way - even the client

Scrum in a nutshellHow does Scrum ‘implement’ agile principles?

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14

Ken Schwaber

The only thing Scrum can gurantee is, that latest after 30 days the shit will appear from underneath the carpet.

„I help people build software in 30 days or less. Tell us the most important stuff you have, and we’ll give you as much of that as we can at the end of 30 days.“


What is Scrum?

Scrum is actually a rugby tactic where all team

members have to work together in order to bring

an "out of play" ball back into the game.

Scrum is a set of values, principles and practices

improving the working environment for the team.

Scrum is a mindset and different way of working

to realize business value for our clients sooner.

15


Some facts about Scrum

agile approach for cyclical, even empirical and evolutionary software development projects

the team is the anchor of the project

inherent change management and built-in continuous improvement

it’s boosting people’s creativity when doing complex work

continuous delivery of “done” functionality with integrated iterative client feedback

the classic role of a project manager is shared by several persons

it’s scalable to work with large projects and organizations

high productivity and efficiency

iterative, time-boxed, short-phased, team-oriented

16


Sprint Review /

Demo Meeting

Working Software Product Backlog

Sprint Backlog

Product Owner

Scrum Master

Scrum Team

[Consultants]

Sprint Planning

Retrospective

Daily Scrum

2 Lists1 Goal 3 Core Roles4 Core

Meetings

Product BacklogSprint Backlog

Sprint Planning

Working Software

Sprint (1)/2/3/4Weeks

dailyDaily Scrum

Sprint Review/Demo

Sprint Retro-

spective

Client

Source: Mike Cohn, modified


The Scrum Product Owner

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Represents the client's wishes and business

values

Responsible for the project’s requirements

• the “internal representative of the client”

• represents and talks to stakeholders

• owns and manages the product backlog

• defines, maintains and communicates the "product vision"

• monitors (economic) project goals and values

• defines what "done" means together with the Scrum

Master and the team

• takes release decisions


The Scrum Master

19

In charge of maintaining a healthy team

and team culture

• moderates and manages Meetings, especially

the Daily scrum

• gets rid of project obstacles

• protects the team against outside influences

• manages the team's time (meetings requested

by the PO, external requests etc.)

• ensures that the Scrum guidelines are observed

• defines and reports team-productivity


The Scrum Team

20

Implementing the product backlog and

vision

• self-organized and self-reliant

• sets its own workload

• manages its own work

• manages its own deadlines

• multi-functional

• (only) develops the product backlog features

with the highest priority


The Product Backlog is a prioritized list of features and work to do

– contains user stories (features, spikes, taxes and preconditions)

– user stories are first on an epic granularity and will be broken down into smaller stories before being selected for a sprint

– user story syntax: As a <type of user>, I want <some goal> so that <some reason>.

– like a “specification” but always up-to-date

– new items may be added or older ones being re-prioritized at any time

– owned and prioritized by the Product Owner who voices the client's wishes and values

21


The Sprint Backlog is a list of features and work which have been selected to be done during a certain sprint

– contains detailed user stories

– is being set up during the Sprint-Planning Meeting

– the workload has been defined by the team based on their estimation (e.g. with Planning Poker)

– it represents the team’s commitment for the sprint and will be frozen during the sprint (no items will be removed)

– “done” means “100 % done”

– the velocity (relation between planned and real progress) and trend are being monitored using burn-down charts and cumulative flow diagrams

22


Sprint Planning Meeting

Daily Standup Meetings (max. 20min)– a kind of daily status update (focus on progress & problems) for the Team

and Scrum Master

– very efficient and effective communication technique!

Sprint Review Meeting (Demo Meeting)– the Team presents the results of the recently finished sprint to the Product

Owner and the Client, moderated by the Scrum Master.

– a continuous improvement feedback-loop for the product / software

Sprint Retrospective – Team and Scrum Master discuss what went well and what went

wrong during the recently finished sprint

– a continuous improvement feedback-loop for the scrum process and for project management issues

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"Large" project?– More than one Scrum team (with their respective Scrum Masters)

working on a parallel implementation

– Working on a shared product backlog

– Supervised by one or more Product Owners

"Distributed" project / team?– Project team members or teams working in more than one location

– different degrees of distribution

low: different room/floor; medium: different building/location; high: different time zone

Dispersed Team: one team is spread over more than one location

Distributed Team: Teams work together in more than one location, but each team as a unit is located in one location

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Kanban in a nutshellTo which extend does Kanban go with Agile?

25


Some facts about Kanban

Kanban is evolutionary change management

Kanban focuses on optimized, continuous workflow

Kanban visualizes the present situation of a system and / or process (workflow)

Kanban is agile and lean, it’s ‘less regulated’ than Scrum

Kanban is highly adaptable and must be adapted

Kanban is perfect for optimizing continuous workflow– for managing Operations & Support teams or departments

– for product development or Startups with just one product

– for product enhancement and maintenance / future versions

– management of strategy departments or portfolio management

– Some people also use it for project management

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27

Source: David J. Anderson

Source: The Agile Pirat

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„You don‘t have to change, survival is optional“

Dr. W. Edwards Deming


Kanban briefly defined

29

It’s the “Start with what you do know” Method

Stop starting, start finishing

4 Principles & 6 Core Practices

Evolutionary Change

Visualize

Limit Work in Process

Manage FlowSource: David J. Anderson

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Kanban Agendas

• Resilience/anti-fragility• Evolutionary capability

• Fitness criteria metrics• Workflow• Service level

expectations

• Relief from over-burdening

Survivability Service-orientation Sustainability

Lead the business Decide with confidence Engage with people


The six Kanban core practices:

Visualize the Workflow: Visualize all steps of your workflow on a Kanban

board. This provides a complete overview at first sight whenever you pass by.

Limit Work-in-Progress: Limit the number of items where work is in

progress: prevent from overload and bottlenecks. Like with Scrum there is the

‘done means really done’ principle (define done first!).

Manage and Measure Flow: Kanban is a continuous improvement process.

Workflow will be optimized ongoing. Don’t forget: it’s a pull system!

Make Process Policies Explicit: Define rules to keep the workflow

understandable for everybody. Focus on communication and teamwork.

Implement feedback loops

Improve Collaboratively: Use Models to Recognize Improvement

Opportunities (measurement, use scientific methods…)

31


The four basic Classes of Service

Standard - Fixed Delivery Date - Expedite - Intangible

Tickets within a Kanban system are prioritized by different classes of service

They are measured by CoD (cost of delay) over time

Often visualized by using different colors for the tickets

Sometimes represented by swim lanes or an ‘express lane’

The total number of service classes within a system should be kept low (e.g. max. 6)

Each call of service has it’s own SLA (‘Expedite’: X% completed within Y hours)

32


Kanban WIP limits

WIP stands for Work in Progress. So WIP will be limited!

This is to prevent from task switching or interruptions, visualize blockages, limit through-put time, improve quality,…

Bottlenecks will be buffered

Don‘t forget the rule ‚done means really done‘

Column limits

ConWIP (constant WIP)

Swim lane limit

Column & swim lane limit

Limited resources (Avatars)

Limit by discussion

33


Kanban Meetings

Daily Standup: focusing on blockages in the workflow

The After Meeting: more details for whom it concerns

Input Queue Replenishment Meeting: filling the IQ

Triage-Meeting: ‘grooming’ the Product Backlog

Release Planning: packaging what will be released

Team Retrospective: continuous process improvement

Operations Reviews: continuous system improvement

Like in Scrum, teamwork and communication and are THE

most essential agile core principles with Kanban.

34


Measurements and Visualization

The performance of the Kanban system must be measured. Measure the performance of the system and the workflow

CFD (Cumulative Flow Diagram); quantity and constancy of WIP

Lead time: timespan from the IQ input date until the item is ‘done’

Cycle time: timespan between the different phases on the Kanban Board. When the WIP limit is (too) high this will result in high lead and cycle times (so this is bad!)

Flow (throughput): check if the SLAs for the classes of service are fulfilled

Flow efficiency: Work time, wait time, ‘blocked’ time, efficiency

Failure load: tickets which have to be reactivated after they have already been ‘done’

Blockages

35

Agile prerequisites & limits and

an Agile Corporate Culture

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„pure“ Feature Teams

User interface

Business logic

Backend system

37

Feature

Team AFeature

Team B

Feature

Team C

Product Owner A

Product Owner B

Product Owner C

In an organization solely consisting of feature teams, each of the 3 sample teams will implement all work packages for one requirement across all systems.


„pure“ Component Teams

User interface Component team A

Business logic Component team B

Backend system Component team C

38

In an organization solely consisting of component teams, each of the 3 sample teams will implement all work packages for all requirements in their respective system.

Product Owner A

Product Owner B

Product Owner C


Organization with combined team-structure

39

Feature

Team B

Product

Backlog

ChiefProductOwner

Product Owner 1

Feature

Team A

Feature

Team D

Feature

Team C

Product Owner 2

Product Owner 3

Component Team X

Component Team Y

Product Owner Team


Often met with resistance when introduced– Management role turned upside down, the team has the

responsibility, trust in employees,…

– More than one person has the role of a "project manager“

– Agility (Scrum, Kanban) has to be ‘possible’ in your organization

– Especially with Scrum a lot of change in mindset is needed before you can even start

Team members always have to work full-time in one project (Scrum) and with limited parallel work (Kanban)– at least 80% of their time; and at one location…

The team has to be 100% committed

The client needs to be willing to give regular feedback (and also have time for it )


It needs some time (Sprints) until the advantages will be seen.

Team members will experience more stress during the first sprints compared to e.g. a waterfall. – Don’t give up too fast!!!

It was primarily highly specialized on software projects, although agility can be used for other projects as well

If an agile approach fails, it often fails hard, especially on the social level (nobody can hide, transparency,…)

Unfortunately the agile hype has ruined a lot– e.g. Scrum was / is often used wrongly and when it fails,

everyone agrees that it was bad…


You cannot "only do a little bit of Scrum" or "just

adapt Scrum to the organization“ when you have

no experience with it before.

– if you adapt core things, don’t call it Scrum anymore

Don’t merge the core roles! (…Project Master )

Be careful when trying to introduce Scrum,

Kanban or agile working culture in organizations

whose management or structure are not

designed or ready for the agile principles…


Common mistakes when introducing Scrum / Kanban

Don’t try it in a giant project for the first time!– And don’t try it in a small, unimportant project as well

At least core people of your department or company should attend a training first.

Don’t forget to involve the client and explain the agile advantages, as well as the prerequisites

High staff fluctuation or too many part-time employees will kill Scrum and Kanban teams!

Stick to your commitments and to the core principles. Only 100% done is really done.

Agility does not help if you still do “code and fix” (draufloswurschteln hat nichts mit Agilität zu tun!)


It‘s all about people!

“Business people and developers must work together daily throughout the project.”

“Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.”

“The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.”

“The best architectures, requirements, and designs emerge from self-organizing teams.”

“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”

(4th, 5th, 6th, 11th & 10th Principle of Agile Software; www.agilemanifesto.org)

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Shifting from a plan-driven to a

value-driven project management

Shifting from a formerly task- and work-package oriented

approach to focusing on how to reach our goals (= the

client’s goals!)

Shifting the focus from just writing about features to

discussing and understanding functionality

Team-work and discussions help us to understand the

client’s needs and build the perfect solution

© CSS GmbH | Juni 2013

Agility is all about Values and Principles

Shifting from a plan-driven to a value-driven project management

Shifting from a formerly task- and work-package oriented approach to

focusing on how to reach our goals (= the client’s goals!)

Shifting the focus from just writing about features to discussing and

understanding functionality

Team-work and discussions help us to understand the client’s needs

and build the perfect solution

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Source: Pawel Brodzinski


Great! Super! Fantastic! Let‘s work agile forever!

CONTACTDipl.-Ing.(FH) Sven Schweiger

[email protected]

CSS Computer-Systems-Support GmbH

Landstraßer Hauptstraße 167, 1030 Wien

Phone +43-1-712 18 21

Internet: www.cssteam.at

Dipl.-Ing. Mike Leber

[email protected]

Agile Experts e.U.

Joseph-Lister-Gasse 31C/9, 1130 Wien

Phone +43-699-18194880

Internet: www.agileexperts.at

Fotos: Gert Krautbauer / Sven Schweiger / München / Wien

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