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We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
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Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
Agile Explained
1
Twitter: @jonRstahl www.jonstahl.com
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
Co-Founded 1 Year Ago
Grew up in Pittsburgh, in Clev last 18 years
BS in CIS + Econ Minor
@jonRstahl
What is Agile? Term “Agile Methods” adopted in 2001
Representatives from Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming
Sympathetic to the need for an alternative to documentation driven, heavyweight software development processes
Experts gather a ski resort in Utah 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
Values and Principles !!!!!
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Agile Manifesto
Things on the right are important - Things on the left are more important
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Individuals & Interactions over Process & ToolsWorking Software over Comprehensive DocumentsCustomer Collaboration over Contract NegotiationResponding to Change over Following a Plan
Individuals & Interactions over Process & ToolsWorking Software over Comprehensive DocumentsCustomer Collaboration over Contract NegotiationResponding to Change over Following a Plan
We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
4
Some of the Agile Principles Deliver software in short increments
Expect and encourage change
Constant collaboration with customer
Continuous attention to technical excellence
Simplicity
Self organizing teams
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Leandog Studies…
Scrum
eXtreme Programming
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Lean
Group Dynamics
6
eXtreme Programming (XP) Values
Simplicity
Communication
Courage
Feedback
Respect
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Business Analyst
Story Card Creation*Story Card Elaboration*
Low-Fidelity PrototypingAcceptance CriteriaFunctional Testing
Card Tracking System
Quality Assurance
Test Plan CreationManual TestingAutomated Regression TestingExploratory TestingDefect Tracking
Engineer
Simple & Evolutionary DesignTest Driven Development
Continuous IntegrationPaired Programming
Technical DebtSpikes
Iteration Manager
Team FacilitatorDemand Management*Release Planning*Iteration Planning*Card Tracking SystemVelocity
* Customer Collaboration
ConceptsWhole Team
Open WorkspacePoly-Skilling
Sustainable PaceBig Visible Charts
Frequent ReleasesStory Card Wall
Kanban
ProcessDaily Stand Up
Iterations / SprintsIteration Planning*
Show & Tell*Retrospectives*
Release Planning*Estimation*
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
“Do not develop an attachment to any one weapon or any one school of fighting.” - Miyamoto Mushashi, 17th century Samurai
“Do not develop an attachment to any one weapon or any one school of fighting.” - Miyamoto Mushashi, 17th century Samurai
Clear communication is the foundation
“I’m glad we all agree.”
9Source: Thoughtworks
Get those mental models out on the table
“Ah...”
10Source: Thoughtworks
An explicit model allows convergence through iteration
“Ah!”
11Source: Thoughtworks
A genuinely shared understanding
“I’m glad we’re all agreed then.”
12Source: Thoughtworks
Customer Collaboration In Agile the customer
drives everything Requirements Prioritization Review of work completed
Not always possible to have customer on site Should have customer
surrogate
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ConceptsWhole Team
Open WorkspacePoly-Skilling
Sustainable PaceBig Visible ChartsFrequent Releases
Story Card WallKanban
ProcessDaily Stand Up
Iterations / SprintsIteration Planning*
Show & Tell*Retrospectives*
Release Planning*Estimation*
CONCEPTS
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Whole Team All skills necessary for project to succeed should
be on the team
Team composition should be dynamic
The team must be self empowered The right people in the right seats They are led, not managed They communicate and collaborate continuously They are accountable for the results
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Whole Team
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Small Large
Developers 7 12
Business Analysts 2 3
Quality Assurance 2 3
Iteration Manager 1 2
12 20
Scrum says max size is 7 people
We believe in pairing in all roles
Thoughtworks model
16
Open Workspace Facilitates constant
communication
Builds the sense of team
Should be set up for pairing
Parents Ear: Silence or kicking/screaming = bad
Lose the sensory deprivation chambers
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Note: This is the hardest practice to adopt, but most rewarding when done.
17
Poly Skilling & Sustainable Pace
• Poly-Skilling / Cross Training / Avoid Silos• Pairing• Queue Limits (Kanban)• Sign up for work
• Sustainable Pace• Hard 40 hours, maintainable pace• Throughput consistency• Avoid mistakes• Card process and limited WIP support this
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Big Visible Charts Information radiators, transparency
Should include: Story card wall Road block board Burn Down Charts QA status Production stats Retrospective items
Should also include anything necessary to keep team and customer informed on status and progress
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Frequent ReleasesDone means Automated Testing CompletedEvery iteration close should be very close to
releasableMay need to do some extra integration & stress
testingCustomer decides when to “pull” releaseLarge Releases = High RiskRelease is most important form of feedback &
Business Value IncrementallyValue is realized sooner
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Story Card WallWork in progress, Card is “currency”, must be physicalMust be readable to outside
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Kanban Kan means "visual,"
and ban, means "card" or "board”
Uses cards to signal the need for an item.
3 Rules: Visible, Strict Queue Limits, Pull Value
Measure time for each card size to flow through all steps
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ConceptsWhole Team
Open WorkspacePoly-Skilling
Sustainable PaceBig Visible ChartsFrequent Releases
Story Card WallKanban
ProcessDaily Stand Up
Iterations / SprintsIteration Planning*
Show & Tell*Retrospectives*
Release Planning*Estimation*
PROCESS
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Daily Stand Up Meetings Team communicates status of its work on a daily
basis
Team members report: What they did yesterday What they are going to do today Any concerns or road blocks they are facing
Each update is very brief
15 minutes for whole team
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Daily Stand Up Meetings They reduce the need for full blown team
meetings
They encourage accountability because team members are aware of all work going on
They allow for mid-course corrections
The encourage the team to solve problems on their own
Managers hear about road blocks early
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Iterations 1 to 2 weeks iterations/sprints
A short (1 to 2 hour) Iteration Planning Meeting kicks off each new iteration. Close the previous
Review cards completed Review current velocity Conduct show & tell Hold retrospective
Open/Start the new Available work hours and set velocity target Review business intent for new cards Re-estimate cards if necessary Determine what fits into this iteration Sign up for cards
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Retrospectives
Designed to help a team find ways to improve what they do
Should be held at each IPM
What worked? What didn’t work?
Team votes if items discussed during the retrospective should become cards to be played in the coming iteration
Courage, Communication, Respect
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Kaizen & Muda
Road BlocksNot Started
In Progress DoneWorked
Could Be Better
Retrospective
28
Story Card EstimationEstimated as T-Shirt Sizes:
Extra Small < 1 Day 1 Unit Small 1 – 2 days 2 Units Medium 3 – 4 days 4 Units Large 5 – 6 days 8 Units Extra Large 7 – 10 days 16 Units (Never!)
Coding Estimate Only
Assumes relative complexity correlates to analysis & QA effort
Sizing! – Therefore we talk in units!
Ideal day estimates, we will measure what reality is
Each size is double the size of the previous
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Poker Planning All Developers take a set of cards
Take the team average
Do it fast, do it often
“Cheap” to do
Things always change (people, systems, customer vision)…
Therefore estimates should too
Adaptive, not predictive!
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Business Analyst
Story Card Creation*Story Card Elaboration*
Low-Fidelity PrototypingAcceptance CriteriaFunctional Testing
Card Tracking System
Quality Assurance
Test Plan CreationManual TestingAutomated Regression TestingExploratory TestingDefect Tracking
Engineer
Simple & Evolutionary DesignTest Driven Development
Continuous IntegrationPaired Programming
Technical DebtSpikes
Iteration Manager
Team FacilitatorDemand Management*Release Planning*Iteration Planning*Card Tracking SystemVelocity
* Customer Collaboration
ConceptsWhole Team
Open WorkspacePoly-Skilling
Sustainable PaceBig Visible Charts
Frequent ReleasesStory Card Wall
Kanban
ProcessDaily Stand Up
Iterations / SprintsIteration Planning*
Show & Tell*Retrospectives*
Release Planning*Estimation*
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
“Do not develop an attachment to any one weapon or any one school of fighting.” - Miyamoto Mushashi, 17th century Samurai
“Do not develop an attachment to any one weapon or any one school of fighting.” - Miyamoto Mushashi, 17th century Samurai
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission. 32
Product Owner / Business Analyst
Story Card Creation*Low-Fidelity Prototyping*
Acceptance TestsProgressive Elaboration*
Value Stream MappingPersonas
Card Tracking Process
Story Card Creation They are the unit of
deliverable for an Agile team
They are a sentence or two describing a set of new functionality
Must be testable and should include acceptance criteria
The details are elaborated via conversation between the customer, developer and QA
Start of a conversation
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Low Fidelity Prototypingmore likely to give constructive feedback about
the important aspects of the UX than if they were presented with a high-fidelity prototype or near complete version of the software
Light weight, no tools, fast
Build the software and let them touch it
Adapt
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Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission. 35
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Acceptance TestsDefines test BA would need to complete in order to
sign off on the card
Two formats to choose fromSimple
38
Story: Adjust search radius
As a customerI need to adjust the search radiusSo I can increase or decrease the number of search results
Acceptance Criteria
• Restrict customer to selecting 10,20,30, and 40 miles• If no customers in that radius, show message stating no agents
found• If more than 15 agents, show all agents in radius
See mockup #2
Acceptance Testing“Given When Then” PatternUse if you plan to use behaviour driven development
tools such as Cucumber, JBehave, etc.
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Additional Story Card ArtifactsShould include Acceptance Tests
Might includeScreenshot
Formulas with Inputs and Outputs
Workflow rules
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Progressive Elaboration
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Value Stream Mapping Flow of activities that starts with a customer in need
and ends when the need is satisfied
Problem ------ Value Stream ----- Solution
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Source: Michael Nygard http://www.michaelnygard.com/blog/2008/02/ Great read on value stream of Waterfall vs. Agile
Persona Example
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Frances Miller
Sixty-seven year-old Frances is the mother of four children and the grandmother of twelve. She lives in her own home, bakes a pie once a week so that she has something to serve for Sunday visitors (usually one of her children and their immediate family), and has two cats. The cats’ names are Fred and Wilma, names given to them by four-year old grandson Bobby. She likes to knit and do needlework, which she either gives away as presents to her family or donates to the annual sale to raise money for the church she belongs to.
Every morning she goes for a one hour walk along the lake front when the weather is good. On bad days she’ll go with her neighbor to the local mall where a group of senior citizens “Mall Stroll” each morning before sitting down at one of the restaurants for coffee or tea. For breakfast Frances prefers a cup of Earl Grey tea and two slices of whole-wheat toast with her own home-made preserves. Lunch is typically a bowl of soup or a sandwich and then she’ll have the opposite for dinner.
She is a middle-class retiree living on a fixed income. Her mortgage has been paid off and she has one credit card which she seldom uses. She has been a customer of the bank for 57 years although has never used an automated teller machine (ATM) and never intends to. She has no patience for phone banking and does not own a computer. Every Monday at 10:30 am she will visit her local bank branch to withdraw enough cash for the week. She prefers to talk with Selma the She prefers to talk with Selma the branch manager or with Robert, a CSR who was a high-school friend of her oldest son.
Source: Scott Ambler http://www.agilemodeling.com/artifacts/personas.htmGreat read!
Personas You don't "make up" personas,
but instead discover them as a byproduct of your requirements investigation
Write specific personas: you will have a much greater degree of success designing for a single person
The "generic user" will bend and stretch to meet the moment, but your true goal should be to develop software which bends and stretches.
Your personas should "wiggle" under the pressure of developmen
You want to know what the persona's goals are so that you can see what your system needs to do, and not dot
Sometimes you want to identify negative personas, people that you are not designing for.A primary persona is someone who must be satisfied but who cannot be satisfied by a user interface that is designed for another persona.
If you identify more than three primary personas your scope is likely too large.
You want a finite number of personas, your goal is to narrow down the people that you are designing the system for.
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Alan Cooper, The Inmates are Running the Asylum
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Card Tracking Systems
45
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Scrum Master / Iteration Manager
Demand Management*Product Backlog* Release Planning*Sprint/Iteration Planning*Show & Tell*Retrospectives*Velocity/Cycle TimeCard Tracking Process
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Product Backlog
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Always lists items adding value for the customer.Includes functional requirements and non-functional requirements.
Cannot include concrete low level tasks and requests for building the intermediate artifacts.
Utilizes the simplest and the most effective way for prioritizing requests - a simple list.
Such a method does not allow for having 100 absolute max priority features and forces the product owner to actually make decisions about the feature priorities.
The higher the items are located on the product backlog, the more detailed they are.
Does not typically include the detailed requirement information.
Ease of use, clear and transparent purpose is what makes the product backlog so useful for seeing into the project status.
Release Planning Large Sheets of paper
Each sheet represents one iteration
Put “guessed” velocity in units at top
Begin to lay out cards in feature importance order
Cannot go over unit limit
When done, tape cards down
Enter into Story Card management system
Produce burn down charts
The team should review plan and ask the following questions…
Enough work for all pairs?
Any pairs stepping on others?
We should play highest risk cards first, are we?
Do we have the most valuable features coming out first?
Any dependencies we are missing?
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Release Planning
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Iteration/Sprint Planning
Sprint/Iteration CloseShow & TellReview VelocityRetrospective
Sprint/Iteration OpenTarget VelocityReview CardsSign Up for Work
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Show & TellMini UAT of software for Customer
Developers usually drive
Team gets to hear customer feedback
Team “see’s the whole” of the software, stays in synch
Customer can prioritize changes immediately
Accountability to customer and satisfaction
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RetrospectivesHelp develop continuous improvement cycle
Should be held every iteration, in IPM is ideal, have as frequent as necessary
Make action items visible
Ensure courage, communication and respect are adhered to
Basic FormatWhat didn’t work or was confusingWhat workedDetermine if any changes should be made in next
iteration, create a card for this and get business buy in
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VelocityTrack number of units completed in an iteration
Yesterday's weatherBest estimate of what you can complete in the current iteration is what you completed in previous iteration
Plan using trailing average, 3 two week iterations
Estimate time based on velocity
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Cycle Time (Kanban)
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Developer
Collective Code OwnershipContinuous Integration
Simple & Evolutionary DesignPaired Programming
Test Driven DevelopmentTechnical Debt
Spikes
56
Collective Code Ownership Any developer can change any piece of code at
any time
Necessary to support continuous integration
Helps to eliminate “specialization” within systems
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Continuous Integration Integration is a risky time for any project
Agile teams mitigate this risk by doing integration all of the time
Should happen at each developer check in (several times per day)
Software is built and all automated unit tests are run against the build
Dependencies are resolved and full integration takes place
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Simple & Evolutionary Design
The system is not designed up front – instead the system is designed at all times to support current application needs
Emphasis is placed on simple architectures and designs that provide adaptability to change
Simple designs also allow teams to have increased velocity as they are spending a greater percentage of their time providing customer value
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Paired Programming Build quality in with constant collaboration and
code review
Increase productivity due to two minds solving a problem
Knowledge moves across team more quickly
Ensure best practices are followed
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Test Driven Development Developers write a test prior to writing application
code
Tests ARE documentation, never stale, mirror logic
Places more emphasis on testing and quality during development
Reduces the number of defects that make it to QA
Simplifies design of application due to small incremental coding steps
Tests allow for fearless refactoring of system – it’s a instant feedback loop!
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Technical Debt Every system has debtDon’t hide it, make it visibleAvoid “Cowboy Spaghetti” problems! --->Don’t pay debt – go bankruptAll debt should be justified as business value (VSAM)
Velocity/Cycle TimeScalabilityAvailabilityMaintainability
Anything that makes code hard to changeSloppy / Un-testable codeDependencies (high cohesion & low coupling are
essential for testable code)
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Spikes
Football = quick, stop clock, assess situation
Mitigate Risknever done it, don’t
knowjust too large
Estimate the spike like anything else
Discovery
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Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
C#/.NET Developer Tools
Start
Write a Failing Test
Write code to make it pass
Stop
Continuous Integration
Test Driven Development
Refactoring
Can’t think of any more tests
Team City
ReSharper
Refactor
66
Quality Assurance
Test Plan CreationManual TestingAutomated Regression TestingExploratory TestingDefect Tracking
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Testing Quadrants
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Automated Regression Testing Agile teams deliver working software at the end of
each iteration
QA team must perform full regression test each iteration as well as testing new functionality
Usually not possible without Automation
QA should: Write manual test plan during story card
elaboration Execute manual test plan when story is ready Once manual test passes automated test should be
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Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
Automated Regression Testing•Record & Play •Frees QA to focus on more testing tasks•Enables complete regression testing cycle•Shortens regression testing cycle time from weeks to hours
Selenium
Quick Test Pro
Watir
70
The End Game
Be adaptive, be transparent, seek to
eliminate waste, value people above
all else
Live the values & principles!
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How well does it work?The benefits most widely cited by the
participants:
93% Enhanced ability to manage changing priorities
83% Improved project visibility
74% Increased productivity
74% Improved team moral
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Survey of 2319 companies taken in 2008
Some Good Reads
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“The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward
Fire Away! ;)
QUESTIONS only please
74
Engagement with LeanDog
Software Delivery
Jump Start Programs
Trainers
Coaches
Practitioners
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