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Trung Hoang
Ver 1.3 – Mar, 2018
Practical Stuff
Agile Fundamentals 2
Who I am?
15 minutes
Agile Fundamentals 4
ICAgile’s Learning Roadmap &
Certification Paths
Agile Fundamentals 5
THE BACKLOGS
ZERO
Chapter zero: III V
Agile Overview
I
Chapter III:Continuous
Value-based
Value-Driven
work integration
Development
Chapter I: Chapter V:
History & Mindset Status &
Planning
Adapting
Agile beyond
software Agile in context IV Process
development adaptation
Agile Fundamentals 6
Chapter Zero:
Agile Overview
Agile Fundamentals
Observation
• The complexity is growing fast
Source: 11TH ANNUAL State of Agile™ Survey - VERSIONONE.COM - ©2017 VersionOne, Inc.
Introduction to Agile 11
Reasons for Adopting Agile
Source: 11TH ANNUAL State of Agile™ Survey - VERSIONONE.COM - ©2017 VersionOne, Inc.
Introduction to Agile 12
Benefits of Agile
Source: 11TH ANNUAL State of Agile™ Survey - VERSIONONE.COM - ©2017 VersionOne, Inc.
Introduction to Agile 13
Agile Success
Source: 11TH ANNUAL State of Agile™ Survey - VERSIONONE.COM - ©2017 VersionOne, Inc.
Introduction to Agile 14
Challenges Experienced Adopting & Scaling
Agile
Source: 11TH ANNUAL State of Agile™ Survey - VERSIONONE.COM - ©2017 VersionOne, Inc.
Introduction to Agile 15
Exercise : Myths and Facts about Agile
On the post-its in front of you, write 3 facts you already know and 3
myths you‟ve heard about Agile. Write only one fact or myth per note,
and don't indicate whether any particular note is a fact or a myth. Don't
share them yet.
10 minutes
• Someone from each table gather post--its from your team and pass
to the next table
• As a team, take the post--its from the other team and post on your
flip chart as fact or myth (if you are not sure – put in the middle)
10 minutes
Design
Code
Test
Maintenance
Code
Test
Maintenance
2 minutes
Step 4: Write the place & time: “This Friday 4:00 pm”,
then sign
2 minutes
Step 4: Write the place & time: “This Friday 4:00 pm”,
then sign
Business Solutions
Source: https://umangsoftware.wordpress.com/tag/agile/
Agile Fundamentals
Agile Fundamentals | Chapter I: History & Mindset 32
Origins of Agile
10 minutes
• Also as a team pick the three principle you feel are most
valuable, if you could only keep 3
• Report back to the class
Profit
Practices
Principles Values
Source: http://guide.agilealliance.org/subway.html
Business Solutions
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Source: https://setandbma.wordpress.com/2013/02/21/dreyfus-model/
• As a team, update the myths and facts about Agile on your flip chart
(if you are not sure – put in the middle)
3 minutes
Agile Fundamentals
Agile Fundamentals | Chapter II: Individuals & Interactions 70
Developing soft skills
• Physical Barriers
• Semantic and Language Barriers
• Socio-psychological Barriers
• Organizational Barriers
• Cross-Cultural Barriers
• Languages
• Values
• Social Relation
• Concept of time
• Concept of space
• Gestures
Source: https://www.develop.com/agiledemystified
Source: http://brianidavidson.com/agile/#_Toc320809022
Agile Fundamentals | Chapter II: Individuals & Interactions 95
Sharing knowledge
5minutes
• Vision
• SMART goals
• Information Radiators, Charts
• Sharing knowledge sessions
• Regular touchpoints
Business Solutions
Scrum Map
The project is chopped into small iterations called Sprints. Each sprint
takes usually between 2-4 weeks.
At the beginning of the sprint, the team meets up and prepares the work
for the upcoming sprint
Business
Sprint Solutions
is then planned and
committed formally
Review day
Business Solutions
After the review,
retrospective takes place
20 minutes
• Return on Investment
• Build and Communicate Vision
• Maintain product Backlog
• Acceptance of Delivery
• Establish and maintain Release plan
• Deliver
• Quality
• Estimate
• Commit
• Self-Organized
5minutes
Agile Fundamentals | Chapter II: Individuals & Interactions 124
Scrum Overview
An example of DoD
Vision
Product Backlog
Prioritization
Estimation
Release planning
© AxonActive Vietnam
Vision
Product Backlog
Prioritization
Estimation
Release planning
© AxonActive Vietnam
Vision
Product Backlog
Prioritization
Estimation
Release planning
© AxonActive Vietnam
Sprint planning 1
Sprint planning 2
Daily Meeting
Review
Retrospective
© AxonActive Vietnam
Sprint planning 1
Sprint planning 2
Daily Meeting
Review
Retrospective
© AxonActive Vietnam
Sprint planning 1
Sprint planning 2
Daily Meeting
Review
Retrospective
© AxonActive Vietnam
• TEAM
• Estimates stories
• Defines Tasks from Stories, and estimates
• Implement User Stories and Unit tests
• Test User Stories
• COACH
• Watches everything, sends obscure signals, makes sure the project stay
on course
• Helps with anything
• As a team, update the myths and facts about Agile on your flip chart
(if you are not sure – put in the middle)
3 minutes
Agile Fundamentals
Agile Fundamentals | Chapter III: Value-Driven Development 142
Incremental vs. Iterative Development
Incremental Development
• Building a bit at a time
“incrementing”
Iterative Development
• Build a rough version, validates
it, bit at a time “Iterating”
Business
Value
• Incremental Design
• Flexibility
• Design for Testability
• Spikes & POCs (proof of concept)
• Static & Run-Time Code Quality Check
• Refactoring
10 minutes
Refactor
Write
Write a No more test
Code to
Start Failing Stop
make test
Test
Pass
----------------------------------------------------------
• A | LEXANDRE
• N | GUYEN
• H | OANG
• T | RUNG
• …
• C | HAU
(10 names)
1minute
• ALEXANDRE
• NGUYEN
• HOANG
• TRUNG
• …
• CHAU
(10 names)
1minute
Agile Fundamentals | Chapter III: Value-Driven Development 166
What can you see?
• Continuous Compilation
!=
• Continuous Integration
• As a team, update the myths and facts about Agile on your flip chart
(if you are not sure – put in the middle)
3 minutes
Agile Fundamentals
Agile Fundamentals | Chapter IV: Customer & User Involvement 197
Who is the customer?
Source: http://leadinganswers.typepad.com/leading_answers/2012/02/timebox-alternatives.html
Source: http://blog.insart.com/project-delivery-models-tech-startups-finding-optimal-solution
The budget for the entire project is 1’400’000 USD spread over a period of one
year
Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/
Agile Fundamentals | Chapter IV: Customer & User Involvement 213
Money for Nothing, Changes for Free
Example – 80%
So only
• Let‟s low-priority
take items are
the example left. However,
where the vast
the project majority of
is stopped items
after haveof the
80%
already been
budget delivered.
has been This should be more than enough for the business to
used.
take the software and operate efficiently. 20% of the budget is thus shared.
Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/
Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/
Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/
• As a team, update the myths and facts about Agile on your flip chart
(if you are not sure – put in the middle)
3 minutes
Agile Fundamentals
Agile Fundamentals | Chapter V: Planning & Adapting 220
What is Agile Planning?
User Stories
Themes
Epics
Business Solutions
10 minutes
10 minutes
• Burn-down chart
5 minutes
Source: How to avoid impact from irrelevant and misleading info on your cost estimates,
Simula research labs estimation seminar, Oslo, Norway, 2006
Agile Fundamentals | Chapter V: Planning & Adapting 253
Estimation Accuracy vs. Effort
~75%
PLANNING POKER
• Relative estimation!
• Reference Story
• Point != hour!
• Fibonacci-like sequence of numbers
• Measure “bigness”:
• COMPLEXITY
How difficult it seems?
• EFFORT
How much of it there is?
• RISK
Current knowledge (uncertainty)
• Relative value
• Unit less
• Fibonacci-like
Zzzzzh
?????
2? ...
Zzzzzh
?????
? ...
8?
Zzzzzh
Hmm ... 2? ?8 ?8
Okay, 8!
8?
Maybe 40 ?
8
? 13
40
I think…
Because of…
2? 40? Why?
I think…
Because of…
Yes
Okay. We do it again?
I got it.
Everybody feel OK
OK
confident with 13?
OK
OK
OK
Test Driven
Development
Continues Integration
Needed
Needed
Refactoring
help Needed
Pair programming
help
Simplicity
Coding convention Non single code owner help
Source: Altran CIS
• As a team, update the myths and facts about Agile on your flip chart
(if you are not sure – put in the middle)
3 minutes
10 minutes
291
Resources
292