Team Wikispeed

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Why Agile

IT projects are complex

• because they are creative and the target is seldom clear from the start
• because their "product" is virtual and abstract and not completely planable
• because the requirements keep changing and shaping the longer you work
  
• because often customers find out what they need during the project

The Agile Mindset

... a set of attitudes supporting an agile working environment. …“

- Susan McIntosh, https://www.infoq.com/articles/what-agile-mindset

 

• Necessary to cultivate high-performing teams, who in turn deliver amazing value for their customers
• People who live in an agile organisation need to have an agile mindset.
• "being agile" vs "doing agile"

The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right,
we value the items on the left more.

The Agile Manifesto

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

© 2001, the above authors
this declaration may be freely copied in any form,
but only in its entirety through this notice.

 

http://agilemanifesto.org/

The Agile Principles

 

Original principles: 

http://agilemanifesto.org/principles.html

 

With comments:

https://www.scrumalliance.org/community/articles/2013/november/the-agile-manifesto-principles-what-do-they-mean#sthash.sg5UMGfu.dpuf

The Agile Principles

Regular Delivery of value

• Our highest priority is to satisfy the customer through early and continuous delivery of value.
• Deliver value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• Customer visible value is the primary measure of progress.
• Agile processes promote sustainable work. The collaborators should be able to maintain a constant pace indefinitely.

The Agile Principles

Team Communication

• All collaborators must work together daily throughout the project.
• The most efficient and effective method of conveying information to and within a work group is face-to-face conversation.
• The best outcomes and highest value emerge from self-organising work groups.
• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• At regular intervals, the work group reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

The Agile Principles

Design Excellence

• Continuous attention to professional excellence and good design enhances agility.
• Simplicity - the art of maximising the amount of work not done - is essential.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Agile Values (condensed)

 

• Respect for your collaborators, stakeholders, the project. Remember: helping to uncover better ways - peer to peer, not top down activity
• Collaboration and communication, internally and externally
• Learning and improving (learning organisation) in short cycles
• Motivated, self-organising teams and individuals
• Respond to change and adapt to change
• Focus on delivering value (not output), maximise work not done

Iterations (Waterfall)

Text

Iterations (Agile)

Text

Agile Value Proposition

Scrum Roles

• Scrum Team consists of the following roles:
  • Development Team
  • Product Owner
  • Scrum Master
• Self-organising and cross-functional
• Choose how best to accomplish their work
• Deliver products iteratively and incrementally
  • Maximising opportunities for feedback
• Ideally 5-9 people (including Scrum Master and Product Owner)

Product Owner Role

Henrik Kniberg -  https://www.youtube.com/watch?v=502ILHjX9EE

Product Owner Role

• Responsible for maximising the value of the product and the work
• Sole person responsible for managing the Product Backlog e.g.
  • Clearly expressing Product Backlog items
  • Prioritising the Product Backlog to best achieve goals 
  • Optimising the value of the work
  • Ensuring the Development Team understands items in the Product Backlog
• Able to say "No" in the best interest of the product

Development Team

• Cross-functional: all skills needed to develop the product!
• Self-organising
• Empowered by the organisation to organise and manage their own work
• Accountability belongs to the Development Team as a whole
• Delivering an increment of “Done” product at the end of each Sprint

The Scrum Master

The Scrum Master

• Supporting the Product Owner and Development Team​ e.g.
  • Understanding and practicing agility
  • Facilitating Scrum Events as requested or needed
  • Coaching in self-organisation and cross-functionality
  • ...
• ​Coaching and supporting the organisation in applying Scrum effectively
  • Helping employees and stakeholders understand and enact empirical product development

Scrum Process

Sprint

• A time-box during which a useable, and potentially releasable product Increment is created
• Each Sprint may be considered a project with no more than a one-month horizon
• The Sprint Goal is an objective set for the Sprint

Sprint Planning Meeting

• Typically at the beginning of a Sprint
• Planning the work to performed in the next Sprint from the Product Backlog
• The plan is the collaborative work of the entire Scrum Team
• The result of the Sprint Planning is the Sprint Backlog

Sprint Review Meeting

• Typically at the end of a Sprint
• Attended by the Scrum Team and stakeholders
• Together inspect the delivered value and adapt the Product Backlog if needed
• The Scrum Team and stakeholders collaborate
  • on what was done in the Sprint
  • ​on the next things that could be done to optimise value
• The result  is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint

Sprint Retrospective Meeting

• Typically at the end of a Sprint
• Inspect how the last Sprint went with regards to people, relationships, process, and tools
• Identify the major items that went well and potential improvements
• Create a plan for implementing improvements to the way the Scrum Team does its work.

Daily Scrum Meeting

• Daily short meeting for the Development Team to synchronise activities and create a plan for the next 24 hours
• What has been done, what are you going to do, what impediments do you hit

Backlog Refinement

• Product Owner and the Development Team collaborate on adding detail, estimates, and order to items in the Product Backlog
• Can be done in a separate meeting and/or continuously

Lean

Lean Thinking/Development

1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. See the whole

Lean Startup

• Methodology for developing businesses and products
• The methodology aims to shorten product development cycles by adopting a combination of
  • business-hypothesis-driven experimentation,
  • iterative product releases, and
  • validated learning
• Minimum viable product
  • version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
• Build–Measure–Learn