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Agile Software Development Self-Managing, Self-Organizing Teams Jay Conne

Agile Software Development Self-Managing, Self-Organizing Teams Jay Conne

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Agile Software Development Self-Managing, Self-Organizing Teams Jay Conne

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  1. Agile Software DevelopmentSelf-Managing, Self-Organizing TeamsJay Conne Raytheon Agile Software Development TIG February 21, 2007 Telecon

  2. Agile Coach, Trainer, ScrumMaster-Practicing Systems Architecture; Programming; Languages; Data Architecture; Transaction Processing; Technical Training Financial services, communications, pharmaceuticals, language development and large, cross-functional projects Bell System, GE, Honeywell, Burroughs, Digital Equipment + some start-ups www.jconne.com Jay Conne Raytheon Agile SWD TIG www.jconne.com

  3. Acknowledgements Agile, Scrum, Lean, XP and this seminar draw ideas and integrations from many sources, including: • Ken Schwaber – www.ControlChaos.com • Mike Cohn – www.MountainGoatSoftware.com • Kent Beck – http://www.ThreeRiversInstitute.org • Rob Thomsett – www.Thomsett.com.au • Jeff Sutherland – www.JeffSutherland.com • Jay Conne – www.JConne.com • Mary & Tom Poppendieck – www.Poppendieck.com - and lots more - Raytheon Agile SWD TIG www.jconne.com

  4. Agenda • Quickly review – What is Agile? An introduction to: • What is Self-Management and Self-Organization? • Why do it? • Howdo we do it? - the rest of the talk - • Project Scope - funding • Release Scope - delivery • Iteration Scope - acceptance • Day Scope – daily work Raytheon Agile SWD TIG www.jconne.com

  5. Our First Principles Reality always wins in the end – So get there sooner---------- Pretending to know what you don’t know, gets in the way of learning (and you can’t get caught trying to learn it!)---------- The world runs on TRUST How do you gain & maintain trust? Read the 1st two again.---------- Q: History of TRUST between management and development teams?Why? Jay Conne Raytheon Agile SWD TIG www.jconne.com

  6. The Problem WHAT: Software Project Management has a history of self-deception. HOW: Management demands a ‘PLAN’. Subordinates give them one. Any reality to it? WHY: A myth of “Professionalism” in too dynamic a context of changing: Requirements, Technologies & People. Jay Conne Raytheon Agile SWD TIG www.jconne.com

  7. Empirical Process Control Simple Rules Self Organization Self Management Raytheon Agile SWD TIG www.jconne.com

  8. What is Agile? Agile is the widely accepted umbrella term… • Agile is the ability to create and respond to change. • Agile is the ability to balance flexibility and structure. • Jim Highsmith: • “Agile is a balance between anticipation (prescriptive processes) and adaptation” • “Agility is a way of thinking, not a particular practice.” Raytheon Agile SWD TIG www.jconne.com

  9. 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.” By 17 individual authors and innovators who formed the Agile Alliance in 2001www.agilemanifesto.org Raytheon Agile SWD TIG www.jconne.com

  10. Empowering both sides… Management and Development Teams • Get Full Benefits of Division of Labor • the What – by Management • the How – by Development • Get Early and Often: • Management gets Business Value • Development gets Course Correction Raytheon Agile SWD TIG www.jconne.com

  11. Agenda • Quickly review – What is Agile? An introduction to: • What is Self-Management and Self-Organization? • Why do it? • Howdo we do it? - the rest of the talk - • Project Scope • Release Scope • Iteration Scope • Day Scope Raytheon Agile SWD TIG www.jconne.com

  12. What is Self-Management? • Sr. Development Manager: “I never saw a development team succeed without someone telling them what to do and when!” vs. • Every minute of every day, you be able to answer the question: “What is the most important task for me to do now?” Raytheon Agile SWD TIG www.jconne.com

  13. What is Self-Organization? • Team determines: • Who does what & when • Who is needed on the team and not • What customer input in needed and when • What ‘blocks’ need management action • How to make and meet commitments to build trust • What process improvements are needed • How to collaborate Raytheon Agile SWD TIG www.jconne.com

  14. Why be Self-Driven? • EXERCISE – a simple demonstration: • Form teams of two or three. • Worker • Boss • Timekeeper (or boss keeps time) • Pick an obstructed path across the room. (more…) Raytheon Agile SWD TIG www.jconne.com

  15. Taking a Walk… Exercise cont’d: • Ex. # 1 -- Command and Control: • Go, Stop, Left, Right, Faster, Slower • Ex. # 2 -- Self-management: • Go • Lessons? • For Software Development? Raytheon Agile SWD TIG www.jconne.com

  16. Agenda • Quickly review – What is Agile? An introduction to: • What is Self-Management and Self-Organization? • Why do it? • Howdo we do it? - the rest of the talk - • Project Scope - funding • Release Scope - delivery • Iteration Scope - acceptance • Day Scope – daily work Raytheon Agile SWD TIG www.jconne.com

  17. Planning OnionMike Cohn – www.mountaingoatsoftware.com Raytheon Agile SWD TIG www.jconne.com

  18. Project Scope This can be a ½ day class for Project Start-Up (Project is the unit of funding) Who: Coach, Sponsors, Product Owner and team – What: agree on project’s: • Mission statement • Scope – what’s in and out • Dependencies – up stream and down – with whom • Deliverables – value of them – to whom • Success trade-offs: Budget, Quality, Completeness, Customer & Team Satisfaction, etc. • What does DONE mean? (adapted from Rob Thomsett) Raytheon Agile SWD TIG www.jconne.com

  19. Success Sliders Satisfied Client Requirements Budget Business Value Quality Team Satisfaction OFFON Adapted from Rob Thomsett (www.thomsett.au) On Time Raytheon Agile SWD TIG www.jconne.com

  20. Quality Sliders Responsiveness Availability Maintainability Reliability Flexibility Portability Localizability Usability OFFON Adapted from Rob Thomsett (www.thomsett.com.au) Raytheon Agile SWD TIG www.jconne.com

  21. Release Scope - Planning This can be full day planning sessions at intervals throughout the project (Release is the unit of delivery) Who: Coach, Sponsors, Product Owner and team – What: agree on releases’: • Goals (as Business Value) • Features as User Stories (User Value) • (pre-work) Size User Stories (ongoing) • 1st guess at emergent delivery schedule (gets better with experience) Raytheon Agile SWD TIG www.jconne.com

  22. Release Planning by Sprint • Backlog inventoryis allocated to Sprints within project to meet goals Raytheon Agile SWD TIG www.jconne.com

  23. Release Scope - Releasing Approvals for release to customers is project-specific and can vary widely. Who - typically: • Sponsor • Product Owner • Engineering • Operations • Customers’ representatives When - continuously: • feedback – early and often • course correction – early and often Raytheon Agile SWD TIG www.jconne.com

  24. Iteration Scope - Planning This can be a ½ day session (Iteration is the unit of commitment, 1-4 weeks) Who: Coach,Product Owner and team – What: agree on iteration’s: • Team membership and hours available • Non-planned task hours • Review Velocity of prior Iterations • User Stories to commit (Bus. Value) • Tasks per Story - sized in hours (Actionable) • Prioritize of Stories (Value hierarchy) • Populate Task-Board Raytheon Agile SWD TIG www.jconne.com

  25. Information Radiators Raytheon Agile SWD TIG www.jconne.com

  26. Task Boards Story CoS Tasks Not Started In Process Test Me Done Who’s task lead? Hours to complete task - Daily Raytheon Agile SWD TIG www.jconne.com

  27. Iteration Scope - Ending This can be a ½ day session in 2 parts: Who: Coach,Sponsor, Product Owner and team – What: • Demo and Review: • Demo User Stories team thinks it completed • Sponsor/PO Decides what to accept • Determine velocity for Iteration • ONLY USEFUL VALUE counts • Retrospective by Team with Coach (PO optional) • What went well? – Celebrate • What needs improvement? – Learn – be critical • Choose Process Improvement Action Items for next Iteration(s) Raytheon Agile SWD TIG www.jconne.com

  28. Day Scope All in a day’s work… (Day is the unit of tracking and team sync) Who: Coach, Product Owner and team – What: Sync and do: • Team Members update the Task-Board (pre-meeting) – [task state & hrs. to complete] • Daily Stand-up (15 min) to sync team • Three question only: Yesterday, Today, and Impediments to progress • Coach owns working ‘Impediments” • Evaluate team’s ability to meet commitment • Possibly renegotiate with PO • Team works on tasks to complete highest priority User Story before starting tasks for other stories • Complete Stories daily! Raytheon Agile SWD TIG www.jconne.com

  29. Burndown Chart Raytheon Agile SWD TIG www.jconne.com

  30. Full Example - link • See: www.jconne.com/burndownandvelocityexample/ • Descriptions and spreadsheets with: • Five 2-week Sprints detail • Burndown • Velocity Raytheon Agile SWD TIG www.jconne.com

  31. A Sprint Burndown Raytheon Agile SWD TIG www.jconne.com

  32. Velocity Tracking Raytheon Agile SWD TIG www.jconne.com

  33. Empirical Process Control Simple Rules Self Organization Self Management Raytheon Agile SWD TIG www.jconne.com

  34. Scrum Process Inner 2cycles Raytheon Agile SWD TIG www.jconne.com

  35. Core Practices of Scrum • Short development cycles • Incremental delivery of products & systems • Frequent inspection and adaptation • Cross-functional, Self-organizing Teams – with Collaboration • Team insulation from change requests • Verbal communication over written documentation – conversations for details • Emergent design Raytheon Agile SWD TIG www.jconne.com

  36. Easy & Hard – Courage! Thinking and Courage Required • Easy to understand – Hard to do well But certainly worth it! Thinking: • Continuously inspect and adjust • The devil is in the details Courage: • Make your errors early and often • Acknowledge your ignorance and errors – – to accelerate learning • Take the risk of making risk visible – – with transparent communication Raytheon Agile SWD TIG www.jconne.com

  37. The bad news… “Implement Scrum and all of the reasons that an organization has trouble delivering quality software on schedule are thrown up in your face, day after day, month after month – made obvious and critical by Scrum” Ken Schwaber Author and pioneer of Scrum Raytheon Agile SWD TIG www.jconne.com

  38. Review First Principles • Face facts early • Acknowledge ignorance early • Build trust continuously Raytheon Agile SWD TIG www.jconne.com

  39. Sprint Planning Development Team Sprint Backlog & Estimation ScrumMaster Lunch! Scrum Meetings Engineering Practices - TDD Project Start-up Review and Close Example of a 2-day course Day One Day Two • Introduction • Agile & History • Agile/Scrum/Lean Lunch! • Overview of Scrum • Scrum Simulation • Agile Thinking • Product Owner • Product Backlog • User Stories & Estimation (Optional: group dinner) Raytheon Agile SWD TIG www.jconne.com

  40. Questions… • Would you want to do this? • Can you apply this? • Do you think training would help? • Do you think coaching would help? Raytheon Agile SWD TIG www.jconne.com

  41. Thank you Jay Conne www.jconne.com - jay@jconne.com