An Agile Retrospective Clinton Keith Overview Retrospective format What works (clear wins)? What...
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![Page 1: An Agile Retrospective Clinton Keith Overview Retrospective format What works (clear wins)? What doesn’t work so well? What do we need to start doing?](https://reader035.fdocuments.net/reader035/viewer/2022081515/551bff22550346a84f8b4b0a/html5/thumbnails/1.jpg)
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An Agile Retrospective
Clinton Keith
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Overview
• Retrospective format• What works (clear wins)?• What doesn’t work so well?• What do we need to start doing?
• Info gathered from developers• Talent and leadership still # 1
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Things That Work
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Iteration• Making things “potentially done” on a frequent
and regular basis• Inspect and adapt• The “heartbeat” of an agile process
• Discover/prove what is fun • Expose risk • Refine your plans• Better communications with your customer
• Reduced cost of fix now vs. fix later
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Time-boxing
• Iterations are a timebox, but content can be time-boxed within an iteration as well.
• Quality is a variable that the customer should judge based on cost
• Especially good in production, but need to adjust timebox for quality & improvements
• "Perfect is the enemy of good enough"
A time-box is a fixed length of time given to produce results. The results are variable.
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Agile and Leadership• The role of leadership
in an agile culture shift to a mentoring/support role from a command and control role
• Creating ownership• Unity of vision on large
teams• Leads from the front
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Sprint
Release
Priority
High
Low
Future Releases
Value
Cost
Risk
Knowledge
Prioritized Planning
Lower priority features might get dropped
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Retrospectives• Valuable at every level
• Team• Project• Company
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Tools That Help Planning
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Mind Maps
• Tool for hierarchical knowledge analysis and breakdown
• Great for large team planning
• Can export to any format• We use MindManager
from MindJet
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Value Stream Maps• Map out work flow• Focus on waste reduction• Great for asset production• Translate directly to enhanced Scrum (Kanban) task-
boards• Show the value of collaboration• Reduced level production costs by 56% using this
S c r ip tC o n c e p t t r e a t m e n t s
f o r e n v ir o n m e n t sE n v S et
D ef in it io nL o w R ez lev e l C o n c ep t P as s L ig h tin g P o lis hD es ig n T u n in gP ath s /G am ep lay
E n v S etC r ea tio n
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Extreme Programming• TDD
• What is TDD?• Benefits
• Automated testing• Continuous integration• Bourne Conspiracy hit Alpha
with very few technical risks• Pair Programming?
• What is pair programming• Benefits• Challenges
Average Time that Bourne Build is Green(Average of the UE3 PC-Release / Bourne Functional Tester)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
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What Hasn't Worked So Well
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Adoption issues
• Silver bullet mentality• XP is controversial• External pressures
• Management• Publisher
Apprentice Journeyman Master
• Scrum is hard• Changing practices from the start
can backfire
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Agile for Artists and Designers
• The shortcomings of Scrum
• Real flow is more complex
• Specialists vs. generalists
• There are no XP-like practices for artists and designers
• Lean and Kanban may be the answer
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Large teams
• Division by discipline doesn’t work as well as cross-disciplined teams
• A large team can lack a sense of ownership across many teams
• Creating local areas of ownership can lead to fractured vision
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Long Term Agile Planning
• Not an exact fit for video game development
• Creates fear with external customers
• Has created a pre-production/production divide on planning
• Agile vs. Waterfall
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Agile PlanningIdeal Waterfall
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Design Preproduction Production Alpha Beta
Debug/Optimize
Tune
Asset Creation
Code
Planning
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Agile PlanningActual Waterfall
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Design Preproduction Production Alpha Beta
Debug/Optimize
Tune
Asset Creation
Code
Planning
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Agile PlanningIdeal Agile
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Release#1
Release#2
Release#3
Release#4
Release#5
Release#6
Release#7
Release#8
Release#9
Release#10
Debug/Optimize
Tune
Asset Creation
Code
Planning
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Agile PlanningGame Dev Agile
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
PrePro
ducti
on #
1
PrePro
ducti
on #
2
PrePro
ducti
on #
3
Produ
ctio
n #1
Produ
ctio
n #2
Produ
ctio
n #3
Produ
ctio
n #4
Alpha
/Bet
a
Debug/Optimize
Tune
Asset Creation
Code
Planning
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Agile and Publishers
• 3rd party change is harder• Switching from planned to iterative
• Ease them into it• Plans can co-exist with iteration
• Product owner education• A bad product owner can kill a project• Leveraging the value of agile teams
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What we need to start doing (new/more/better)
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Improve transition
• Agile Transition Strategies• Coaching & Certification
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Agile Transition Strategies• Bottom Up or Top Down?
• Beachhead team• Low cost & risk• Takes more time• How to spread?• Creates influence• Easier to adopt and try all practices
• Entire company• Requires more coaching• Takes less time• More cost & risk• Usually requires command and control• Inspecting and adapting harder
• An agile transition requires leadership
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Coaching & Certification
• Reading a book is not enough
• The value is not the “certificate”, but the standard of instruction.
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Lean• Derived from TPS• Focuses on waste• More suitable for asset
production than Scrum but compatible.
• By looking at the whole stream and standards that are continually improved by everyone, it encourages a culture of continual improvement.
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Conclusion
• www.AgileGameDevelopment.com• www.MountainGoatSoftware.com
Questions?