1.Judrus (Agile) projekt valdymasVISIT OUR BLOG: adform.com Vaidas AdomauskasTWITTER: adforminsider 2011-11-22

2. Vaidas Adomauskas www.agile.lt, #agilelietuva Blog: http://scrum.agile.lt www.facebook.com/agilelietuva Twitter: @adomauskaswww.slideshare.net/agilelietuva www.slideshare.net/vaidasawww.agileturas.lt, #agileturas www.linkedin.com/in/vaidas www.agilediena.lt, #agilediena2 3. https://www.adform.com/site/company/careers/ 3 4. 4 5. Visi mato reklaminius skydelius5 6. Planavimas 6 7. Optimizavimas7 8. Ataskaitos 8 9. Publisher WebAdvertiser Web Search Engine BannerPageSearched keyword Click Click LandingPage .Banner Text AdPage Browsing Tracking TransactionsInternetIN: Request or Event OUT: Content Ad Serving and Web Analytics Front End Middleware, Databases, DataWarehouses, BI Back EndManagement and Planning Tools, Reporting, BI ToolsAgencies Advertisers PublishersCreative AgenciesOperators Partners 10. Adform 125+ darbuotojai Biurai Danijoje, vedijoje, Norvegijoj e, Jungtinje Karalystje, Vokietijoje, ekijoj e, Lietuvoje, Lenkijoje, Ispanijo je ir Italijoje 10 11. Adform Lietuvoje 100+ darbuotoj 60+ gamybos skyriuje Architektai Analitikai Programuotojai Testuotojai Produkto valdymas Klient aptarnavimas Buhalterija Marketingas HR ... 11 12. Scrum AdformeScrum pradia 1 komanda2010-03 >60 moni 1 projetas >40 moni 9 Scrum 6 Scrum komandoskomandos Tyrj komandaScrum pilotasScrum dabar 2009-12 2011-11 12 13. Kas yra girdj apie Agile?13 14. K inote apie greit? 14 15. Boeing 737 surinkimas K: Kiek laiko utrunka galutinai surinktiBoeing 737? (pridtisparnus, kyl, ratus, variklius, kdes, laidus, lakn kabin) 1. 1-3 savaites 2. 4-7 savaites 3. 8-11 savaites 4. 12-15 savaites 5. 15+ savaites A: #1 -- 3 dienas j pralaidumas 1 lktuvasper dien 15 16. Empire State pastatas K: Kiek laiko reikjo pastatyti Empire Statepastat (1930)? 1. < 1 metus 2. 1 2 metus 3. 3 4 metus 4. 4 5 metus 5. 5+ metus A: #2--410 dien1 metai, 65 dienos(1930 -03-17 1931-05-01) 16 17. Southwest avialinijos 1993m. rinkos vidurkis apsukti lktuv buvo55min. K: Per kiek laiko lktuvus apsukdavo Southwest?1. 10-20 minui2. 20-30 minui3. 30-40 minui4. 40-50 minui5. 60+ minui A: #1--17 minui(69% greiiau!)17 18. TDD XPContinuousIntegrationLean RUPAgile 19. Kaip esame priprat dirbti?20 20. Reikalavimai > dizainas > programavimas22 21. Integravimas ir testavimas? 23 22. Tradiciniai projektai kaip audymas i patrankos Prielaidos: Klientas ino ko nori Programuotojai ino kaipsukurti Niekas pakeliui nepasikeis 24 23. Nuoseklusis (krioklinis) projektasP V S Planavimas Vystymas Stabilizavimas25 24. Nuoseklusis (krioklinis) projektas Reikalavimai (SRS) Suraykit VISK k galite sugalvoti. Bet koks reikalavim keitimas ateityje jums kainuosLABAI daug Dokumentacija (artifacts) Apsisaugosim kai iekos kalt26 25. Mes kuriame nereikaling funkcionalumThis graph courtesy of Mary Poppendieck Didiausia galimyb padidinti programins rangoskrimo produktyvum yra rayti maiau kodo!**Mary Poppiendieck, Its Not About Working Software, Agileee 2010 conference 27 26. Galbt tai darome skmingai? 28 27. Ar yra viltis? 29 28. Kas veikia?Pirmin pagerjimo prieastis yra ta, jog projektai tapo maesni.Projekt gyvendinimas iteratyviais procesais, o ne kaskadiniumetodu, kuris reikalavo jog visi projekto reikalavimai bt apibriamiprojekto pradioje, yra didiulis ingsnis priekJim JohnsonChairman ofStandish GroupNra panacjos, bet judrs (Agile)metodai yra labai arti to. Sources: http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01- 15/Standish http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS My Life is Failure, Jim Johnsons book30 29. Agilewww.agilemanifesto.orgWe are uncovering better ways of developingsoftware by doing it and helping others do it. February 11-13, 2001Snowbird ski resort, Utah Kent Beck Ron Jeffries Mike Beedle Jon Kern Arie van Bennekum Brian Marick Alistair Cockburn Robert C. Martin Ward Cunningham Steve Mellor Martin Fowler Ken Schwaber James GrenningJeff Sutherland Jim Highsmith Dave Thomas Andrew Hunt 31 30. Judrumo (Agile) manifestas...mes vertiname:mones ir jbendravimlabiau nei proces ir rankius http://agilemanifesto.org/ 32 31. Judrumo (Agile) manifestas...mes vertiname:Veikianiprogramin rang labiau nei isamidokumentacij http://agilemanifesto.org/33 32. Judrumo (Agile) manifestas...mes vertiname:Bendradarbiavim su klientu labiau nei derybas dlkontrakt http://agilemanifesto.org/34 33. Judrumo (Agile) manifestas...mes vertiname: Reagavim pokyius labiau neiplano sekim http://agilemanifesto.org/35 34. Iteracija 1 Pilnai pabaigtas(done) paleidiamas (shipable) produkto prieaugis(increment)37 35. Iteracija 238 36. Iteracijos 3 - 39 37. Agile yra procesaskurti nuolat priaugant produkt!40 38. Judrs projektai kaip valdoma raketaPrielaidos: Klientas atras ko nori Programuotojai atras kaip sukurti Pokyi tikrai bus41 39. Judrus projektas P P V P V P V P V S 42 40. Judraus projekto planas Sistema kuriama funkcijomis / Funkcij prioritetus galima keisti jeimoduliais (dydis): pasikeit svarbumas:Funkcija 1 (20) Funkcija 1 (20)Funkcija 2 (40) Funkcija 2 (40)Funkcija 3 (20) Funkcija 5 (20) svarbesnFunkcija 4 (40) Funkcija 3 (20)Funkcija 5 (20) Funkcija 4 (40)Funkcija 6 (40) Funkcija 6 (40) Viso (180) Viso (180) Anksti matosi ar teisingai vertinome: Funkcijas galima keisti (tokio pat dydio funkcija: Funkcija 1 (20) baigm po 30 Funkcija 1 (20) Funkcija 2 (40) Funkcija 2 (40) Funkcija 3 (20) Funkcija 3 (20) Funkcija 4 (40) Funkcija 7 (40) nauja Funkcija 5 (20) Funkcija 5 (20) Funkcija 6 (40) Viso (180) - ar tikrai 180?Funkcija 6 (40) Viso (180)43 41. 44 42. Kaip judrs (Agile) projektai vykdomi?Source: Dr. Dobbs Journal 2008 Agile Adoption Survey45 43. Kas naudoja judrius (Agile) metodus?Scrum mokym emlapis: http://www.scrumalliance.org/courses/map (2011-06-16)46 44. Kodl Agile veikia?47 45. Multitaskingas ir fokusavimasis48 46. Multitaskingo aidimas Pirma lentel: Upildykite stulpelius vertikaliai ( 110, IX, AC) Paraykite pabaigos laik Pradedam! Antra lentel: Upildykite stulpelius i kairs dein (1, I, A, 2, II, B, 3) Paraykite pabaigos laik Pradedam! Komentarai?49 47. 3 nepriklausomi projektaiMultitaskingas:P1P2P3 P1 P2P3 P1 P2P3Projekto 1 laikas (7 dienos)Teorikai: Project 1Project 2 Project 3 (3 dienos)Realyb: Project 1Project 2Project 3 (2 dienos) Visi projektai (6 dienos) 50 48. Apibrtas bei empirinis procesai51 49. Ar ia apibrtas ar empirinis procesas? IT sistem krimas Automobili gamyba52 50. Startups ITprojektai Kdigamyba 51. Empirinis procesas 54 52. Vadovavimas ir saviorganizacija55 53. Startups ITprojektai Kdigamyba 54. Stabili komandaViktorija Trubait http://www.slideshare.net/AgileLietuva/vieno-pilotinio-projekto-istorija, Lietuvos Agile Diena 2011 57 55. Sub-optimization vs. Optimize the Whole58 56. Startups ITprojektai Kdigamyba 57. Tarp-funkcin komanda60 58. 61 59. Agile metodai62 60. Metodai PraktikosAgileContinuousXPIntegrationTDDLean......63 61. Visa istorija Lean (Toyota) Scrum Extreme Programming (XP) Test Driven Development (TDD) Pair programmingLaikas Continues integration Refactoring Planning poker Agile Kanban 64 62. Scrum65 63. Ekstremalus programavimas (XP) 12 praktik The Planning Game Small releases Metaphor Simple design Continues Testing Refactoring Pair programming Collective code ownership Continuous integration 40 hour week On-site customer Coding standards66 64. ScrumDaily Scrum TeamXP SprintbacklogWhole team ProductCodingBurndownCollectivechart backlogownership TDDstandard Customer testsPair Refactoring Planning SprintProduct programmingPlanning game owner meetingContinuous Simple SustainableIntegrationdesignPaceMetaphor SmallreleasesScrumMaster Sprint Review67 65. Kanban Vizualizuok darbo proces Limituok pradt darb (WIP work in progress) Matuok ir optimizuok tkm68 66. Kiti Agile metodai Feature Driven Development (FDD) Agile Modeling Crystal Agile Unified Process (AUP) Dynamic Systems DevelopmentMethod (DSDM) 69 67. Kas ia blogai?Blogai naudojasi rankiu Naudoja blog rankNei viena i i problem yra sukelta rankio!!!70 68. Skirtingi rankiaiDaugiau apraantysDaugiau lankstsRUP XPScrumKanbanDo Whatever (120+)(12) (9)(3) (0) Architecture Reviewer Business use case realization Business Designer Business use-case model Whole team Scrum Master Visualize the workflow Business-Model Reviewer Business vision Coding standard Product Owner Limit WIP Business-Process Analyst Change request TDD Team Measure and optimize lead time Capsule Designer Configuration audit findings Collective ownership Sprint planning meeting Change Control Manager Configuration management plan Customer tests Daily Scrum Code Reviewer Data model Pair programming Sprint review Configuration Manager Deployment model Refactoring Product backlogt Course Developer Deployment plan Planning game Sprint backlog Database Designer Design guidelines Continuous integration BUrndown chart Deployment Manager Design model Simple design Design Reviewer Development case Sustainable pace Designer Development-organization Metaphor Graphic Artist assessment Small releases Implementer End-user support mateirla Integrator Glossary Process Engineer Implementation model Project Manager Installation artifacts Project Reviewer Integration build plan Requirements Reviewer Issues list Requirements Specifier Iteration assessment Software Architect Iteration plan Stakeholder Manual styleguide Kuris geresnis? System Administrator Programming guidelines System Analyst Quality assurance plan Technical Writer Reference architecture Test Analyst Release notes Test Designer Requirements attributes Test Manager Requirements Tester management plan Tool Specialist Review record User-Interface Designer Risk list Architectural analysis Risk management plan Assess Viability of architectural proof- Software architectureof-concept document Capsule design Software development Class design plan Construct architectural proof-of- Software requirements specificationconcept Stakeholder requests Database design Status assessment Lyginti Describe distribution Supplementary business specification Describe the run-time architecture Supplementary specification Design test packages and classes Target organization assessment Develop design guidelines Test automation architecture Develop programming guidelines Test cases Identify design elements Test environment configuration Identify design mechanisms Test evaluation summary Incorporate design elements Test guidelinessupratimui, ne Prioritize use cases Test ideas list Review the architecture Test interface specification Review the design Test plan Structure the implementation model Test suite Subsystem design Tool guidelines Use-case analysis Training materials Use-case design Use case modelteisimui! Analysis model Use case package Architectural proof-of-concept Use-case modeling guidelines Bill of materials Use-case realization Business architecture document Use-case storyboard Business case User-interface guidelines Business glossary User-interface prototype Business modeling guidelines Vision Business object model Work order Business rules Workload analysis model Business use case 71 69. AgileChaos Process No planning Product Backlog : just in(no predictability) time and just enoughJust in time andNo documentationminimal enough Microsoft, IBM, Amazon, Small teams Adform 72 70. 73 71. vertinkite paskait, ai!http://www.noop.nl/2011/04/the-feedback-door.html74 72. Ai v.adomauskas@gmail.com 00370 600 38860Blog: http://scrum.agile.lt Twitter: @adomauskaswww.slideshare.net/vaidasawww.linkedin.com/in/vaidas75