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@mlainez
@mlainez
@cimm
@jbpros
Julien Biezemans
Simon Schoeters
Marc Lainez
The team
If you want to tweet use the hashtag #actbe
Wants to strike the game market
Guys at namco® contact Bill
He works in a great and famous software development company,
RaftingSoftware
Bill, as a project manager, commits on the requirements, with a specific
deadline and therefore, a budget
Bill analyses the work that needs to be done
He goes back to his team and dispatches the work
Everyone works on his own part, and this part only
After 2 months, team says they are on track... but still nothing finished
As the deadline approaches, the team looses confidence...
Great idea from the people at namco® Infinite grid!
Bill starts to negociate, it was not in the requirements...
The end is near... Time to put a little bit of pressure on the team... C’mon guys,
we can make it!
Still not fast enough... Extra hours...
They end up finishing what was in the requirements but the client is not
fully satisfied...
Bill, from his point of view, has met the requirements, the budget and the time constraints, project is a
success!
Negotiation Analysis Development
That’s how Bill sees a project
What’s wrong? Requirements were met after all?
Customer is not satisfied
Team didn’t have anything to say
Requirements stayed rigid throughout the project
Changes had to be hardly negotiated
Bill dispatched the work amongst his team members
Team started to work on every aspect of the application
Delays could only be identified at the end of the project
Team had to do extra hours
Team had to take shortcuts to finish on time
A few leads...
Maybe you’ve already been in a situation like this...
But for namco®, money is not the real issue, they want to try another supplier
They contact Bob from ACTic
Bob suggests that they work in iterations, but before that, what is the vision of the
project?
Bob and the guys from namco® then write user stories, all these user stories are part of
the product backlog
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In order to apply my strategyAs a playerI want to move pacman in four directions
He asks the guys from namco® to prioritize the user stories
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Together, they review a few of the top user stories, and add details, to make sure the
team can start working on them
They all agree, with the team on what being “done” actually means...
The team itself then estimates the user stories, Bob and the guys from namco® are
there only to answer to the team’s questions
The team tries to figure out how much work they can accomplish in one iteration
From the estimated user stories, we take the top prioritized ones that fit the team’s
maximum work constrain
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They start developing the user stories, one by one
Meanwhile, Bob and the guys from namco® are adding more details to the next user
stories
When the team thinks a user story is “done”, the customer can test it and give
feedback
Not satisfied? Team changes the feature right away, included the customer’s
feedback
Customer has another great idea, pacman can teleport when he eats a special fruit!
No worries, Bob adds it in the product backlog, it’ll be done during the next
iteration
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In order to escape the ghostsAs a playerI want pacman to teleport
At the end of the iteration, the team makes a demo of what was “done” during the
iteration
And they gather for a retrospective, to see how they can improve
When they reach the deadline, there are still some stories left in the backlog but the
customer is fully satisfied
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That’s Agile, Folks
A project seen by Bob
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But what does it mean, “being Agile”?
Values and principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
http://agilemanifesto.org
SCRUM
XP
LEAN
KANBAN DSDM
FDD
AGILE
Alright, but how did they do that at ACTic
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Once upon a time...
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Once upon a time...
Together with Bob, they defined the vision of the project
On PC & MAC Replace
minesweeper
With the customer, Bob wrote some user stories
In order to apply my strategyAs a playerI want to move pacman in four directions
Ok, stop, what is a user story?
In order to <business value>As a <role>I want <functionality>
With these user stories, they have built the product backlog
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In order to apply my strategyAs a playerI want to move pacman in four directions
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They then prioritized these stories by business value
They defined, together with the development team, what “done” means
Customer is not satisfied
Team didn’t have anything to say
Requirements stayed rigid throughout the project
Changes had to be hardly negotiated
Bill dispatched the work amongst his team members
Team started to work on every aspect of the application
Delays could only be identified at the end of the project
Team had to do extra hours
Team had to take shortcuts to finish on time
What do we tackle by doing that?
Where can you find more information?
Week DayStories
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What next?
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What next?
Bob asked his team to estimate the complexity of the user stories in
story points
Bob asked his team to estimate the complexity of the user stories in
story points
Bob asked his team to estimate the complexity of the user stories in
story points
1/200
Bob asked his team to estimate the complexity of the user stories in
story points
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Implement controls
Handle 4 directions, north, south, east, west
Build grid
Bob asked his team to estimate the complexity of the user stories in
story points
In order to apply my strategyAs a playerI want to move pacman in four directions
http://www.planningpoker.com/
Using planning poker
The team was then asked to estimate its velocity
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How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
How many can you eat in 1 minute?
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Based on that velocity, Bob built the iteration backlog
Customer is not satisfied
Team didn’t have anything to say
Requirements stayed rigid throughout the project
Changes had to be hardly negotiated
Bill dispatched the work amongst his team members
Team started to work on every aspect of the application
Delays could only be identified at the end of the project
Team had to do extra hours
Team had to take shortcuts to finish on time
++
What do we tackle by doing that?
Where can you find more information?
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What now?
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What now?
Every morning they gathered in front of the team board
Stories TODO WIP(4) DONE~~~~~~~~~~~~~~~~~~~~
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Name
Mis
Blue
Stories TODO WIP(4) DONE
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Name tags
Misc.
Blue Team
3 ways the brain creates meaning
During a “daily standup”
Team members worked by pair
1 keyboard 1 mouse
2 keyboards 2 mice
2 claviers 2 souris 2 écrans (mirroring)
They also organized code reviews
They wrote tests
They wrote tests
Before the code...
After you have a written test
You write the minimal amount of code to make it pass
You “refactor” the code
If there is a regression identified, some test will fail
During that time, the customer and Bob have detailed some more user stories
It’s like...
Each time the team thought they had “done” something, the customer could test
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Last but not least...
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Last but not least...
At the end of each iteration, the team members presented everything that was
“done” during the iteration
The customer “accepted” all “done” user-stories
And what was accepted was ready to be shipped in production
After the demo, Bob’s team organized a retrospective to improve the way they work
Customer is not satisfied
Team didn’t have anything to say
Requirements stayed rigid throughout the project
Changes had to be hardly negotiated
Bill dispatched the work amongst his team members
Team started to work on every aspect of the application
Delays could only be identified at the end of the project
Team had to do extra hours
Team had to take shortcuts to finish on time
++ ++++
What do we tackle by doing that?
Where can you find more information?
Celebrate!
And Iterate...
Until there is no $$$ left
Or before, when the client is satisfied
After the very last iteration, the last demo
And a project wide retrospective
Customer is not satisfied
Team didn’t have anything to say
Requirements stayed rigid throughout the project
Changes had to be hardly negotiated
Bill dispatched the work amongst his team members
Team started to work on every aspect of the application
Delays could only be identified at the end of the project
Team had to do extra hours
Team had to take shortcuts to finish on time
++ ++++
What do we tackle by doing that?
Where can you find more information?
And... Celebrate!
Bob’s team is now ready for a new project
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More readings?
If you want more, ask us!
http://agilecampustour.org@agilecampustour
Questions?
