IDs书友会 - 主题5 - 敏捷开发分享 · Agile Journey
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Transcript of IDs书友会 - 主题5 - 敏捷开发分享 · Agile Journey
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Agile Intro & JourneyLawrence Song
Sunday, 26 May 13
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How many ppl is using agile methodology?
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Agenda
• Are we agile?
• Agile Values and Principles
• Agile Processes
• Case Study
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Are we agile?
Sunday, 26 May 13
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Stand upSunday, 26 May 13
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Iteration (Kick off, planning, estimate & prioritization)
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Story WallSunday, 26 May 13
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RetroSunday, 26 May 13
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ShowcaseSunday, 26 May 13
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We do all the practices.Yeah, we are agile!!!
Sunday, 26 May 13
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Don’t just do agile
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Be agileAgile is about culture and mindset
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Agile
• Agile + Development = Continuous Delivery
• Agile + Operation = DevOps
• Agile + Infrastructure = Cloud
• Agile + Startup = Lean Startup
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Agile Manifesto & Principle
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Agile Manifesto
• 个体和互动 高于 流程和工具 Individuals and
interaction over process and tools
• 工作的软件 高于 详尽的文档 Working
software over comprehensive
• 客户合作 高于 合同谈判 Customer
collaboration over contract negotiation
• 响应变化 高于 遵循计划 Responding to
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12 Principles behind the Agile Manifesto
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我们最重要的目标,是通过持续不断地及早交付有价值的软件使客户满意。
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欣然面对需求变化,即使在开发后期也一样。为了客户的竞争优势,敏捷过程掌控变化。
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经常地交付可工作的软件,相隔几星期或一两个月,倾向于采取较短的周期。
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业务人员和开发人员必须相互合作,项目中的每一天都不例外。
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激发个体的斗志,以他们为核心搭建项目。提供所需的环境和支援,辅以信任,从而达成目
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不论团队内外,传递信息效果最好效率也最高的方式是
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可工作的软件是进度的首要度量标准。
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敏捷过程倡导可持续开发。责任人、开发人员和用户要能够共同维持其步调稳
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坚持不懈地追求技术卓越和良好设计,敏捷能力由此增强
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以简洁为本,它是极力减少不必要工作量的艺术。
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最好的架构、需求和设计出自自组织团队。
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团队定期地反思如何能提高成效,并依此调整自身的举止表现。
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Agile Processes
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ScrumMore focus on project management.
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• Daily scrum, planning and retrospective
• Sprint
• Burn down charts
Scrum
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XPFocus on development practices
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Sunday, 26 May 13
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• Simplicity
• TDD everything (Story, Bug) => almost 100% test coverage
• Pair programming
• Continuous Integration
• Collective Ownership
Development Practices
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LeanEliminate Waste
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Lean principles
• 消除浪费 Eliminate waste
• 增强学习 Amplify learning
• 尽量延迟决定 Decide as late as possible
• 尽快发布 Deliver as fast as possible
• 增强团队能力 Empower the team
• 建立完整性 Build integrity in
• 看整体 See the whole
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KanbanDecrease cycle time
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Six Core Practices
• Visualise
• Limit WIP
• Manage flow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively, evolve
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• Ability to release anytime
• Ability to change priority on the fly
• No need in iterations
• No need in estimates
• Perfect flow visualization
5 right reasons for Kanban
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Case Study - MYOB LiveAccounts
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Project 2 years ago
• New team + offshore team
• Legacy system
• No tests at all
• Manual regression
• Take 4 weeks from code complete to release
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Introduce Process
BacklogIn
AnalysisReady
for Devin Dev
Ready for
Analysis
Ready for QA
in QAReady
for BATin BAT
Ready for
DeployDeployed
pickup handover
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Improve the internal quality
• New simple architecture (Not the best)
• 90% test coverage for new code
• Code style rules
• Continuous Integration (Local Build, CI)
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Reduce the cost of a release
• Automate dev/testing environment
• Automate functional test for legacy
• Simple manual steps to release to staging/production
• Reduced release (from code complete) from 4 weeks to 2 days
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Try a few things but failed
• Kanban
• TDD
• Pairing
• Distributed Agile
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• No unit test in front-end code. Rely on functional tests (Cannot TDD)
• Devs complain some javascript code are very complicated
• Not easy to TDD some integration code (due too slow feedback)
• Feedback cycle is too long (local development / CI)
• Hacking some front-end library
• Run all functional test in CI take more than 2
Discover Problem 8 Months ago
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Architecture doesn’t allow simple design and TDD
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Architecture change
• Long team productivity gain
• Slow down development in short term
• Introduce new technologies
• Build culture into the architecture
• Allow TDD in front-end
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Drive Architecture Change
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Discovered process /culture problems
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• PPL doesn’t want to change
• Individual over Collaboration (Heros in the team)
• It’s too hard. There is a problem, but it’s okay. I don’t want to drive change. I want consensus. I don’t like you drive the change.
• You owns that, I don’t want to touch it. (Silos)
Culture
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Burn up charts
0
25
50
75
100
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6
Scope Dev Done
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Experiment - in a small team
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ObjectiveNo of defects relating to the user story we are working
on once moving to ‘Ready to QA’
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• Automate all acceptance criteria
• Define acceptance criteria together as a team
• TDD (Ping Pong Pairing)
• Raise new story for discover scope/scenarios
• Determine priority together
• Kanban - no estimate, no iteration, WIP, small story
• Fast build + feedback
• Bug repioritisation
• light weight documentation
• No BAT
How?
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Measure of success
• Number of defects raise in a story
• Cycle time from in Dev to Ready for QA
• Happiness. NPS
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New Process - Kanban
in Analysis
in Dev in QA Done
WIP: 4WIP: 4
BacklogIn
AnalysisReady
for Devin Dev
Ready for
Analysis
Ready for QA
in QAReady
for BATin BAT
Ready for
DeployDeployed
pickup handover
story writing
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New Burn up Chart
0
25
50
75
100
Iteration 1 Iteration 2 Iteration 3 Iteration 4
Scope Dev Done
0
25
50
75
100
Iteration 1 Iteration 3 Iteration 5
Scope Dev Done
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Result
• No many defects found late
• Very efficient
• Got Max NPS
• The team own the process
• Everyone is trying to improve the process
• Try and see what happen. (Rather than saying it won’t work)
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Rolling out to the rest of the team
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• Most ppl don’t want to change
• Most ppl based on feeling instead of facts. (being not logical)
• The harder you push it the more resistance you will have. (it’s a journey)
• You need your boss to support you
• Demonstration is the key
Lessons Learn
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Q & A
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References
• http://www.targetprocess.com/blog/2009/08/5-right-reasons-to-apply-kanban.html
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