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Agile Fundamentals

Trung Hoang
Ver 1.3 – Mar, 2018
Practical Stuff

Agile Fundamentals 2
Who I am?

Hoang Nhac Trung


• Agile Coach/Trainer
• Speaker of some Agile events
• 5+ years of being a facilitator
• 7+ years of being a lecture at universities in Da Nang
• 4 + years of training/coaching Agile
• ICAgile Authorized Trainer & Management 3.0 Licensed Facilitator
“I believe three things are necessary to be successful in our Organizer

industry these days:


- empowered and motivated teams,
Organizer | Speaker
- strong technical skills, and
- a simple and transparent process.”
E-mail : trung.hoangnhac@gmail.com
3
https://vn.linkedin.com/in/trunghoangnhac
Exercise: Introduction

• For each person at the table:


1. Think about your personal goal for this course
(Why are you here, and not somewhere else?)
2. Write down your goal (you will need it later)
3. Introduce yourself to the group (if needed), and explain
your goal
4. Offer a “Little Know Fact” about yourself

15 minutes

Source: Management 3.0 Courseware developed by Jurgen Appelo

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

II Chapter IV: Project


Creating Shared
Chapter II: Customer & User Involvement adaptation
Understanding Product
Individuals & Interactions adaptation

Agile Fundamentals 6
Chapter Zero:

Agile Overview

Agile Fundamentals
Observation
• The complexity is growing fast

Agile Fundamentals | Chapter Zero: Agile Overview 8


Observation

• The current standard management


system, does not provide satisfaction to
all.

Agile Fundamentals | Chapter Zero: Agile Overview 9


Organizations can become learning networks

• “Organizations can become learning networks


of diverse individuals creating value, and the
role of leaders should include the stewardship
of the living rather than the management of the
machine.”
http://www.stoosnetwork.org

Agile Fundamentals | Chapter Zero: Agile Overview


10
Agile Methodology Used

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

Agile Fundamentals | Chapter Zero: Agile Overview 16


The problem

Agile Fundamentals | Chapter Zero: Agile Overview 17


Waterfall
Requirements

Design

Code

Test

Maintenance

Agile Fundamentals | Chapter Zero: Agile Overview 18


Waterfall

Agile Fundamentals | Chapter Zero: Agile Overview 19


Waterfall
Requirements

How can we improve this situation?


Design

Code

Test

Maintenance

Agile Fundamentals | Chapter Zero: Agile Overview 20


Exercise: Invitation cards

Make 10 invitation cards


– Only start the next step when the previous step is finished
– Work in teams

2 minutes

Agile Fundamentals | Chapter Zero: Agile Overview 21


Exercise: Invitation cards
2 minutes
Only start the next step when the previous step is finished (10 cards)

Step 1: Landscape A4 folded and torn it in half

Step 2: Fold the card like this

Step 3: Write the title on the top “My Demo”

Step 4: Write the place & time: “This Friday 4:00 pm”,
then sign

Agile Fundamentals | Chapter Zero: Agile Overview 22


Exercise: Invitation cards

Make 10 invitation cards


– Only start the next card when the previous card is done
– Work in teams

2 minutes

Agile Fundamentals | Chapter Zero: Agile Overview 23


Exercise: Invitation cards
2 minutes
Only start the next card when the previous card is done (1 card)

Step 1: Landscape A4 folded and torn it in half

Step 2: Fold the card like this

Step 3: Write the title on the top “My Demo”

Step 4: Write the place & time: “This Friday 4:00 pm”,
then sign

Agile Fundamentals | Chapter Zero: Agile Overview 24


Core beliefs of Waterfall

Agile Fundamentals | Chapter Zero: Agile Overview 25


Brief reminder of Waterfall
Stages of SDLC (Software Development Life Cycle)

What if we did small


iterative cycles instead?

Business Solutions

Agile Fundamentals | Chapter Zero: Agile Overview 26


Sequential vs. Overlapping development

Agile Fundamentals | Chapter Zero: Agile Overview 27


Waterfall vs. Agile

Source: https://umangsoftware.wordpress.com/tag/agile/

Agile Fundamentals | Chapter Zero: Agile Overview 28


When to use Waterfall? When to use Agile?

Agile Fundamentals | Chapter Zero: Agile Overview 29


When to use Waterfall? When to use Agile?

Agile Fundamentals | Chapter Zero: Agile Overview 30


Chapter I:
History & Mindset

Agile Fundamentals
Agile Fundamentals | Chapter I: History & Mindset 32
Origins of Agile

Agile Fundamentals | Chapter I: History & Mindset 33


Agile Fundamentals | Chapter I: History & Mindset 34
Manifesto for Agile Software Development

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.

Agile Fundamentals | Chapter I: History & Mindset http://agilemanifesto.org


35
Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.

Source: Agile Manifesto : http://www.agilemanifesto.org

Agile Fundamentals | Chapter I: History & Mindset 36


Exercise: Agile Principles
Software firm ‘ABC Software Service’s provides services to a clients
to develop, test and maintain their software. It starts to implement
agile development.
There are 12 actions which will be applied in the company.
1. Read one by one of the 12 actions applied in
company ABC
2. If there is something wrong, suggest a
solution.
3. Link to its corresponding principles (from #1 to
#12)
15 minutes
Agile Fundamentals | Chapter I: History & Mindset 37
Exercise: Agile Principles - 2
• In your groups on a flip chart paper, write the numbers 1
through 12.
• Come up with three words maximum that effectively capture
each of the twelve principles.
10 minutes

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

Agile Fundamentals | Chapter I: History & Mindset 38


The Core beliefs of Agile

Agile Fundamentals | Chapter I: History & Mindset 39


Agile Fundamentals | Chapter I: History & Mindset 40
Agile beyond software development

Agile Fundamentals | Chapter I: History & Mindset 41


Agile Practice

Agile Fundamentals | Chapter I: History & Mindset 42


Agile Fundamentals | Chapter I: History & Mindset 43
WHAT IS AGILE PROGRAMMING?

Agile Fundamentals | Chapter I: History & Mindset 44


Fixed vs. Agile Mindsets

Agile Fundamentals | Chapter I: History & Mindset 45


Agile mindset vs. Traditional mindsets

Agile Fundamentals | Chapter I: History & Mindset 46


The power of an Agile mindset

Agile Fundamentals | Chapter I: History & Mindset 47


Agile Fundamentals | Chapter I: History & Mindset 48
Agile Tree

Profit
Practices

Principles Values

Source: Coaching Agile Teams by Lyssa Adkins

Agile Fundamentals | Chapter I: History & Mindset 49


Agile is a Mindset

Source: Ahmed Sidky

Agile Fundamentals | Chapter I: History & Mindset 50


Agile processes

Source: Ahmed Sidky

Agile Fundamentals | Chapter I: History & Mindset 51


Doing Agile vs. Being Agile

Source: Ahmed Sidky

Agile Fundamentals | Chapter I: History & Mindset 52


Agile Practices

Source: http://guide.agilealliance.org/subway.html

Agile Fundamentals | Chapter I: History & Mindset 53


Comparison of Agile practices

Business Solutions

Agile Fundamentals | Chapter I: History & Mindset 54


Agile Fundamentals | Chapter I: History & Mindset 55
Shu-Ha-Ri Model

Source: Ahmed Sidky

Agile Fundamentals | Chapter I: History & Mindset 56


Shu-Ha-Ri
An Example
Three stages of gaining knowledge:

• Shu: In this beginning stage the student follows the teachings


of one master precisely. He concentrates on how to do the
task, without worrying too much about the underlying theory. If
there are multiple variations on how to do the task, he
concentrates on just the one way his master teaches him.
• Ha: At this point the student begins to branch out. With the
basic practices working he now starts to learn the underlying
principles and theory behind the technique. He also starts
learning from other masters and integrates that learning into
his practice.
• Ri: Now the student isn't learning from other people, but from
his own practice. He creates his own approaches and adapts
what he's learned to his own particular circumstances.

Agile Fundamentals | Chapter I: History & Mindset 57


Shu-Ha-Ri
Measuring Maturity of Agile Teams

Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity

Agile Fundamentals | Chapter I: History & Mindset 58


Shu-Ha-Ri
Measuring Maturity of Agile Teams

Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity

Agile Fundamentals | Chapter I: History & Mindset 59


Shu-Ha-Ri
Measuring Maturity of Agile Teams

Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity

Agile Fundamentals | Chapter I: History & Mindset 60


Shu-Ha-Ri
Measuring Maturity of Agile Teams

Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity

Agile Fundamentals | Chapter I: History & Mindset 61


Shu-Ha-Ri
Applied to Agile team
Iteration Release Release
Stage Daily stand-up Velocity Retrospectives
Planning Planning frequency
Team struggles Velocity is Team struggles
Team is not Lots of off-topic Team seems to be
with the process, unpredictable, to get working
sure what it discussion, going through the
SHU has trouble it's up, it's software out
will be doing resembles a motion on the
defining task & down from the door every
next iteration status meeting Retro
duration sprint to sprint sprint
Team knows Everyone is Velocity growth Team has positive Most sprints
Team is able to
what it will be participating trend is discussions result in a good
do iteration
HA working on 2-3 and the 3 basic increasing for aligned with Agile build with
planning in a
iterations into questions are three sprints in Manifesto themes occasional build
time box
the future being addressed a row and values issues
Team is Team knows Executed with
Velocity growth Team is instituting Every sprint
identifying tasks what it will be precision,
trends slows, meaningful results in a good
and durations in working on 3 nothing
RI levels off, is process build of working
advance and or more extraneous,
consistent & improvement software, no
meeting is fast iterations out transparency &
predictable every sprint exceptions
and efficient into the future truth

Agile Fundamentals | Chapter I: History & Mindset 62


Using Shu-Ha-Ri in Agile
SHU HA RI
1. Customer focused 1. Satisfy focused 1. Delight customer
2. Welcome changes 2. Embrace changes 2. Seek changes
3. Deliver regularly 3. Deliver frequently 3. Deliver continuously
4. Engage business people 4. Being a hole team 4. Live as a hole team
5. Hire the right people 5. Motivate people 5. Trust people
6. Talk face-to-face 6. Talk mind-to-mind 6. Talk heart-to-heart
7. Measure output 7. Measure working software 7. Measure value delivered
8. Maintained pace 8. Maintained pace indefinitely 8. Maintained pace and rhythm
9. Quality focused 9. Excel at quality 9. Excel at quality & get things done
10. Keep it simple 10. Less is more 10. Simplicity is the ultimate
sophistication
11. Self-organizing team 11. Delegation board 11. Remove management
12. Team retrospective 12. Personal retrospective 12. Company retrospective
Source: http://agilean.dk/agile-maturity-model-shu-ha-ri/
Agile Fundamentals | Chapter I: History & Mindset 63
Dreyfus Model

Agile Fundamentals | Chapter I: History & Mindset 64


Dreyfus Model

1. Novice = wants to be given a manual, told what


to do, with no decisions possible
2. Advanced beginner = needs a bit of freedom,
but is unable to quickly describe a hierarchy of
which parts are more important than others
3. Competent = wants the ability to make plans,
create routines and choose among activities
4. Proficient = the more freedom you offer, the
more you expect, the more you‟ll get
5. Expert = writes the manual, doesn‟t follow it
Source: https://setandbma.wordpress.com/2013/02/21/dreyfus-model/

Agile Fundamentals | Chapter I: History & Mindset 65


Agile, Offshore and Dreyfus Model of Skill
Acquisition

Source: https://setandbma.wordpress.com/2013/02/21/dreyfus-model/

Agile Fundamentals | Chapter I: History & Mindset 66


Agile Fundamentals | Chapter I: History & Mindset 67
Update your list: Myths and Facts about Agile

• 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 | Chapter I: History & Mindset 68


Chapter II:
Individuals & Interactions

Agile Fundamentals
Agile Fundamentals | Chapter II: Individuals & Interactions 70
Developing soft skills

Agile Fundamentals | Chapter II: Individuals & Interactions 71


Developing soft skills

Agile Fundamentals | Chapter II: Individuals & Interactions 72


Communication Barriers

• What are the most common


communication barriers in your
organization?
• What are the solutions?
5minutes

Agile Fundamentals | Chapter II: Individuals & Interactions 73


Understanding communication barriers

Agile Fundamentals | Chapter II: Individuals & Interactions 74


Understanding communication barriers

Agile Fundamentals | Chapter II: Individuals & Interactions 75


Classification of Barriers

• Physical Barriers
• Semantic and Language Barriers
• Socio-psychological Barriers
• Organizational Barriers
• Cross-Cultural Barriers

Agile Fundamentals | Chapter II: Individuals & Interactions 76


Physical Barriers

• Large working area FAULTY ORGANIZATIONAL


STRUCTURE
• Closed office doors
• Separate areas for people of different status
• It forbids team member from effective interaction
with each others.

Agile Fundamentals | Chapter II: Individuals & Interactions 77


Physical Barriers
NOISE
• Physical noise (outside disturbance)
• Psychological noise (inattentiveness)
• Written noise (bad handwriting/typing)
• Visual noise (late arrival of employees)

Agile Fundamentals | Chapter II: Individuals & Interactions 78


Physical Barriers
TIME & DISTANCE
• Improper Time
• Defects in Medium of communication
• Network Facilities
• Mechanical Breakdowns

Agile Fundamentals | Chapter II: Individuals & Interactions 79


Physical Barriers
INFORMATION
OVERLOAD
• Pilling up of tasks due
to improper time
management
• Excess number of
people assigned for
same task
• Work overload/
Information duplication

Agile Fundamentals | Chapter II: Individuals & Interactions 80


Semantic & Language Barriers
SEMANTIC
BARRIERS
• Similar sounding words
• Words have multiple
pronunciations
• Words have multiple
meaning
• …

Agile Fundamentals | Chapter II: Individuals & Interactions 81


Semantic & Language Barriers
LANGUAGE
BARRIERS
• Different languages
• No clarity in speech
• Using jargons
• Not being specific
• …

Agile Fundamentals | Chapter II: Individuals & Interactions 82


Socio-psychological Barriers

• What is psychological barrier?

Psychological barriers can be described


as the cause of distorted communication
because of human psychology problem.

Agile Fundamentals | Chapter II: Individuals & Interactions 83


Socio-psychological Barriers

• Attitude and opinions


• Emotion
• Filtering and distortion
of message
• Status difference
• In attention
• Closed mind
• Fields of experience

Agile Fundamentals | Chapter II: Individuals & Interactions 84


Cross-cultural Barriers

• Languages
• Values
• Social Relation
• Concept of time
• Concept of space
• Gestures

Agile Fundamentals | Chapter II: Individuals & Interactions 85


Organizational Barriers

• Status and power differences between lower and higher


people
• Different across departments of needs and goals
• The communication flow may not fit the group‟s or
organization‟s tasks
• Formal channels may not
be available for upward,
downward, and horizontal
communications

Agile Fundamentals | Chapter II: Individuals & Interactions 86


Distributed Team Challenges

Agile Fundamentals | Chapter II: Individuals & Interactions 87


Distributed Team Challenges

Agile Fundamentals | Chapter II: Individuals & Interactions 88


Distributed Team Challenges

Agile Fundamentals | Chapter II: Individuals & Interactions 89


Effective and Efficient Communication

Agile Fundamentals | Chapter II: Individuals & Interactions 90


Crystal Clear Overview
A Human-Powered Methodology for Small Teams

Source: https://www.develop.com/agiledemystified

Agile Fundamentals | Chapter II: Individuals & Interactions 91


Crystal Clear Overview
A Human-Powered Methodology for Small Teams

• Crystal methods are focused on:


– People
– Interaction
– Community
– Skills
– Talents
– Communications
• Process, while important, should be considered
after the above as a secondary focus

Agile Fundamentals | Chapter II: Individuals & Interactions 92


Crystal Clear Overview
A Human-Powered Methodology for Small Teams

Agile Fundamentals | Chapter II: Individuals & Interactions 93


Crystal Clear Overview
A Human-Powered Methodology for Small Teams

• In his research, Cockburn [1999], he defines


behavior of people in teams:
– “People are communicating beings, doing best face-
to-face, in person, with real-time question and
answer.”
– “People have trouble acting consistently over time.”
– “People are highly variable, varying from day to day
and place to place.”
– “People generally want to be good citizens, are good
at looking around, taking initiative, and doing
„whatever is needed‟ to get the project to work.”

Agile Fundamentals | Chapter II: Individuals & Interactions 94


Crystal Clear Overview
The 7 Properties

Source: http://brianidavidson.com/agile/#_Toc320809022
Agile Fundamentals | Chapter II: Individuals & Interactions 95
Sharing knowledge

Agile Fundamentals | Chapter II: Individuals & Interactions 96


Sharing knowledge

Agile Fundamentals | Chapter II: Individuals & Interactions 97


Working in pair

Agile Fundamentals | Chapter II: Individuals & Interactions 98


Physical work environments

Agile Fundamentals | Chapter II: Individuals & Interactions 99


Collaboration techniques

Agile Fundamentals | Chapter II: Individuals & Interactions 100


Collaboration techniques

Agile Fundamentals | Chapter II: Individuals & Interactions 101


Collaboration techniques

Agile Fundamentals | Chapter II: Individuals & Interactions 102


How can you share your understanding?

• Think about techniques to share


understanding?
• Which are the best ones that you are
applying?
• Do them always work?

5minutes

Agile Fundamentals | Chapter II: Individuals & Interactions 103


Techniques for shared understanding

• Vision
• SMART goals
• Information Radiators, Charts
• Sharing knowledge sessions
• Regular touchpoints

Agile Fundamentals | Chapter II: Individuals & Interactions 104


Vision

• Define a clear vision


• Reiterate vision often
• Make it visible

Agile Fundamentals | Chapter II: Individuals & Interactions 105


SMART Goals

Agile Fundamentals | Chapter II: Individuals & Interactions 106


Information Radiators, Charts

Agile Fundamentals | Chapter II: Individuals & Interactions 107


Sharing knowledge sessions

Agile Fundamentals | Chapter II: Individuals & Interactions 108


Regular touchpoints

• Identify the goal for the day -> Daily


stand-up
• Raise impediments and find actions to
follow -> Retrospective

Agile Fundamentals | Chapter II: Individuals & Interactions 109


Agile Fundamentals | Chapter II: Individuals & Interactions 110
Agile Principle #5

• Build projects around motivated


individuals. Give them the environment
and support they need, and trust them
to get the job done.

Agile Fundamentals | Chapter II: Individuals & Interactions 111


Agile Principle #11

• The best architectures, requirements, and


designs emerge from self-organizing
teams.

Agile Fundamentals | Chapter II: Individuals & Interactions 112


Self-organizing team

Agile Fundamentals | Chapter II: Individuals & Interactions 113


Self-managing team

Agile Fundamentals | Chapter II: Individuals & Interactions 114


Scrum Overview
Scrum three Pillars

Transparency Inspection Adaptation

Agile Fundamentals | Chapter II: Individuals & Interactions 115


Scrum Overview
The big picture

Business Solutions

Scrum Map

Agile Fundamentals | Chapter II: Individuals & Interactions 116


Scrum Overview
The main highlights

The project is chopped into small iterations called Sprints. Each sprint
takes usually between 2-4 weeks.

The goal of every sprint is to deliver new functionality that can be


potentially delivered to the stakeholders

At the beginning of the sprint, the team meets up and prepares the work
for the upcoming sprint

There is a daily stand-up ceremony


Business Solutions
At the end of the sprint, a review of the work done takes place

Also, there is a retrospective of what went wrong/well, points to improve,


etc

Finally, the backlog is groomed depending on customer feedback,


priorities, etc

Agile Fundamentals | Chapter II: Individuals & Interactions 117


Scrum Overview
Schedule

Before the sprint, backlog is


groomed Daily stand-up

Business
Sprint Solutions
is then planned and
committed formally

Agile Fundamentals | Chapter II: Individuals & Interactions 118


Scrum Overview
Schedule

Review day

Business Solutions
After the review,
retrospective takes place

Agile Fundamentals | Chapter II: Individuals & Interactions 119


Scrum Overview
Exercise : Scrum Roles
• Form groups
• On Post-It‟s write responsibilities and tasks that
a project manager traditionally had
• Discuss where either each of the notes now
belongs to the Scrum Master, the Product Owner
or the team.
• Put the notes on the board accordingly

20 minutes

Agile Fundamentals | Chapter II: Individuals & Interactions 120


Scrum Overview
Scrum Roles - Scrum Master
He protects the team from all disturbances.
He is not part of the team.
He improves the productivity of the Scrum-Team and
controls the “inspect and adapt” cycles of Scrum.
He makes sure that the agile ideals are understood and
that they are respected by all stakeholders.
He is not responsible for the delivery of the product.
Scrum
• Protect your Scrum-Team
Master
• Remove Impediments
• Run the Process
• Work with Product Owner
• Work with the Organization

Agile Fundamentals | Chapter II: Individuals & Interactions 121


Scrum Overview
Scrum Roles - Product Owner
She drives the Product Owner from the business point of
view.
She communicates a clear vision of the product and she
defines its main characteristics.
She also accepts the product at the end of a Sprint.
She makes sure that the team only works on the most
Product valuable Backlog Items.
Owner She has the same goal as the team.
She is responsible for the return on investment.

• Return on Investment
• Build and Communicate Vision
• Maintain product Backlog
• Acceptance of Delivery
• Establish and maintain Release plan

Agile Fundamentals | Chapter II: Individuals & Interactions 122


Scrum Overview
Scrum Roles - The Team
They deliver the product and they are responsible for the
quality.
They work with End User, PO and Customers to
understand the business requirements.
The Teams performs its commitment voluntarily.
They work continuously with the PO to define the
Team strategic direction of the project.

• Deliver
• Quality
• Estimate
• Commit
• Self-Organized

Agile Fundamentals | Chapter II: Individuals & Interactions 123


Scrum Overview
Exercise: Definition of Done (DoD)
• What “Done” means?
• What are needed to be “Done”?
• Pair up with someone and discuss

5minutes
Agile Fundamentals | Chapter II: Individuals & Interactions 124
Scrum Overview
An example of DoD

Agile Fundamentals | Chapter II: Individuals & Interactions 125


Responsibility
Strategic planning Responsible Support Facilitate

Vision

Product Backlog

Prioritization

Estimation

Release planning
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 126


Responsibility
Strategic planning Responsible Support Facilitate

Vision

Product Backlog

Prioritization

Estimation

Release planning
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 127


Responsibility
Strategic planning Responsible Support Facilitate

Vision

Product Backlog

Prioritization

Estimation

Release planning
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 128


Responsibility
Meetings Responsible Facilitate

Sprint planning 1

Sprint planning 2

Daily Meeting

Review

Retrospective
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 129


Responsibility
Meetings Responsible Facilitate

Sprint planning 1

Sprint planning 2

Daily Meeting

Review

Retrospective
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 130


Responsibility
Meetings Responsible Facilitate

Sprint planning 1

Sprint planning 2

Daily Meeting

Review

Retrospective
© AxonActive Vietnam

Agile Fundamentals | Chapter II: Individuals & Interactions 131


XP Overview
Core Components

• Values bring purpose to practices


• Practices are evidence of values
• Principles are domain specific guidelines for life

Agile Fundamentals | Chapter II: Individuals & Interactions 132


XP Overview
Core Components

Agile Fundamentals | Chapter II: Individuals & Interactions 133


XP Overview
XP Project

Agile Fundamentals | Chapter II: Individuals & Interactions 134


XP Overview
XP Project Iteration

Agile Fundamentals | Chapter II: Individuals & Interactions 135


XP Overview
XP Project Development

Agile Fundamentals | Chapter II: Individuals & Interactions 136


XP Overview
XP Project Coding

Agile Fundamentals | Chapter II: Individuals & Interactions 137


XP Overview
XP Roles
• CUSTOMER
• Write User Stories and specifies Functional Tests
• Sets priorities, explain stories
• May or may not be an end-user
• Has authority to decide questions about the stories

• 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

Agile Fundamentals | Chapter II: Individuals & Interactions 138


Agile Fundamentals | Chapter II: Individuals & Interactions 139
Update your list: Myths and Facts about Agile

• 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 | Chapter II: Individuals & Interactions 140


Chapter III:
Value-Driven Development

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”

Source: “Mona Lisa” example by Jeff Patton

Agile Fundamentals | Chapter III: Value-Driven Development 143


Iteration

Agile Fundamentals | Chapter III: Value-Driven Development 144


Agile Fundamentals | Chapter III: Value-Driven Development 145
Product-based vs. Value-based

Agile Fundamentals | Chapter III: Value-Driven Development 146


Value driven delivery

Source: Vibhu Srinivasan

Agile Fundamentals | Chapter III: Value-Driven Development 147


Value driven delivery

Source: Agile Product Ownership in a Nutshell

Agile Fundamentals | Chapter III: Value-Driven Development 148


Value driven delivery

Source: Agile Product Ownership in a Nutshell

Agile Fundamentals | Chapter III: Value-Driven Development 149


MoSCow Prioritisation

Business
Value

Agile Fundamentals | Chapter III: Value-Driven Development 150


Value driven delivery

Source: Henrik Kniberg

Agile Fundamentals | Chapter III: Value-Driven Development 151


Agile Fundamentals | Chapter III: Value-Driven Development 152
Agile Delivery Context

Source: Alliance Global Services

Agile Fundamentals | Chapter III: Value-Driven Development 153


Architecture & Design Quality

• Incremental Design
• Flexibility
• Design for Testability
• Spikes & POCs (proof of concept)
• Static & Run-Time Code Quality Check
• Refactoring

Agile Fundamentals | Chapter III: Value-Driven Development 154


Architecture & Design Quality

Agile Fundamentals | Chapter III: Value-Driven Development 155


Exercise: Marshmallow Challenge
• Objective: build the tallest tower using the items supplied in the time allowed
• Rules:
– Build the tallest freestanding structure
– The entire marshmallow must be on top
– Use as much or as little of the kit as you like
– You may break up the spaghetti or tape
– You must not have to touch, hold up or otherwise support your structure to make
it standup

10 minutes

Agile Fundamentals | Chapter III: Value-Driven Development 156


TDD

Refactor

Write
Write a No more test
Code to
Start Failing Stop
make test
Test
Pass

Start next step

Agile Fundamentals | Chapter III: Value-Driven Development 157


TDD

Agile Fundamentals | Chapter III: Value-Driven Development 158


BDD
BDD story

Given a (State / role)


And I (relation description)
When he/she/it (describe the process)
Then I (describe the state after)

----------------------------------------------------------

In order to keep track of stock


As a store owner
I want to add items back to stock when they're returned

Given a customer previously bought a black sweater from me


And I currently have three black sweaters left in stock
When he returns the sweater for a refund
Then I should have four black sweaters in stock

Agile Fundamentals | Chapter III: Value-Driven Development 159


BDD

Agile Fundamentals | Chapter III: Value-Driven Development 160


BDD

Agile Fundamentals | Chapter III: Value-Driven Development 161


Agile Fundamentals | Chapter III: Value-Driven Development 162
Context switching game
You will need a pen and a paper:
• Create 3 columns
• In each column, we‟re going to write a number, a letter, and then
a roman numeral – in that order:

Numbers -> Letters -> Roman numbers


• 1 -> A -> I
• 2 -> B -> II
• …
• 15 -> O -> XV
(15 rows)

Write down the time you need to finish this game

Agile Fundamentals | Chapter III: Value-Driven Development 163


Context switching game
Now, do that again, but do the number first, letters, and roman numbers
in sequence.
• Finish the numbers (1 to 15) and write down the time.
• Finish the letters (A to O) and write down the time.
• Finish the roman numbers (I to XV) and write down the time.

Numbers Letters Roman numbers


• 1 A I
• 2 B II
• …
• 15 O XV
(15 rows)

Write down the time you need to finish this game

Agile Fundamentals | Chapter III: Value-Driven Development 164


Context switching game 2
Take a list of 10 names and write down the first letter of each name, then the
second until you are finished. When the names are “ready to be delivered”,
write down the time. This time you have 1 minute.

• A | LEXANDRE

• N | GUYEN

• H | OANG

• T | RUNG

• …

• C | HAU

(10 names)

1minute

Agile Fundamentals | Chapter III: Value-Driven Development 165


Context switching game 2
Now, using the same list of names and write them out the way you
normally would, left to right. When the names are “ready to be
delivered”, write down the time. You still have 1 minute.

• ALEXANDRE

• NGUYEN

• HOANG

• TRUNG

• …

• CHAU
(10 names)

1minute
Agile Fundamentals | Chapter III: Value-Driven Development 166
What can you see?

• Interruptions and context switching are not good.

• FOCUS HELP YOU TO DELIEVER FASTER!!!

Agile Fundamentals | Chapter III: Value-Driven Development 167


What can you see?

• Too many things in the air at once can be dangerous!!!

• Traffic at 100 percent capacity does not move

Agile Fundamentals | Chapter III: Value-Driven Development 168


Kanban Overview
What is Kanban?

Agile Fundamentals | Chapter III: Value-Driven Development 169


Kanban Overview
What is Kanban?
• In its simplest form, a kanban system consists a
big board with story cards
• Boards represents the state of the project at any
point
• Different from other visualizations – implements
WIP limits
• Tries to limit the amount of work at any stage
• Easy indentation of bottlenecks in system
through visual boards
• Aims at minimizing waste states

Agile Fundamentals | Chapter III: Value-Driven Development 170


Kanban Overview
Kanban in a nutsheel

Agile Fundamentals | Chapter III: Value-Driven Development 171


Kanban Overview
Limit Work-In-Progress (WIP)

Agile Fundamentals | Chapter III: Value-Driven Development 172


Agile Fundamentals | Chapter III: Value-Driven Development 173
What is Continuous Integration (CI)?
• a development methodology
• a daily developer integration
• verified by automated builds

Agile Fundamentals | Chapter III: Value-Driven Development 174


What is it NOT?
• nightly builds
• developer branches
• scheduled Integration Points
• building via IDEs

Agile Fundamentals | Chapter III: Value-Driven Development 175


Continuous Integration = Continuous
Compilation?

• Continuous Compilation
!=
• Continuous Integration

Agile Fundamentals | Chapter III: Value-Driven Development 176


Why CI?

• Risk 1: Fixing bugs late is costly

Agile Fundamentals | Chapter III: Value-Driven Development 177


Why CI?

• Risk 2: Lack of team cohesion

Agile Fundamentals | Chapter III: Value-Driven Development 178


Why CI?

• Risk 3: Poor quality code base

Agile Fundamentals | Chapter III: Value-Driven Development 179


Why CI?

• Risk 4: Lack of project visibility

Agile Fundamentals | Chapter III: Value-Driven Development 180


Why CI?

• Risk 5: Lack of deployable software

Agile Fundamentals | Chapter III: Value-Driven Development 181


Why CI?

Agile Fundamentals | Chapter III: Value-Driven Development 182


Agile Fundamentals | Chapter III: Value-Driven Development 183
What is Continuous Delivery (CD)

Agile Fundamentals | Chapter III: Value-Driven Development 184


Why CD?

Agile Fundamentals | Chapter III: Value-Driven Development 185


Have you ever heard about “Devops”?

Agile Fundamentals | Chapter III: Value-Driven Development 186


Scrum, XP, Kanban (or another
methodology)???

Agile Fundamentals | Chapter III: Value-Driven Development 187


Agile Methodologies Comparison
Helicopter view
Scrum XP Kanban
• Plan Sprint • Plan Release • Input queue
• Work on items in Sprint • Plan Iteration • Pull item to work
• Review • Work through items • Work until meets done
• Retrospective • Release when “Done, criteria
Done” • Repeat
• Iteration Retrospective
• Release Retrospective

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 188


Agile Methodologies Comparison
Meetings
Scrum XP Kanban
• Sprint Planning (I and II) • Release Planning None
• Daily Stand-up • Iteration Planning
• Sprint Review • Stand-up
• Sprint Retrospective • Iteration Retrospective
• Release Retrospective

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 189


Agile Methodologies Comparison
Roles
Scrum XP Kanban
• Stakeholder • Customer What ever you currently
• Product Owner • Coach have
• Scrum Master • Team
• Team

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 190


Agile Methodologies Comparison
Artifacts
Scrum XP Kanban
• Backlog • Charts • Kanban board
• Burndown chart
• Potential Shippable
Product (PSP)

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 191


Agile Methodologies Comparison
Metrics
Scrum XP Kanban
Velocity Velocity Lead time
Cycle time
Throughput performance
Due date completion

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 192


Agile Methodologies Comparison

Source: You think you know agile, Nathan Gloyn

Agile Fundamentals | Chapter III: Value-Driven Development 193


Agile Fundamentals | Chapter III: Value-Driven Development 194
Update your list: Myths and Facts about Agile

• 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 | Chapter III: Value-Driven Development 195


Chapter IV:

Customer & User Involvement

Agile Fundamentals
Agile Fundamentals | Chapter IV: Customer & User Involvement 197
Who is the customer?

Source: Innovation Games

Agile Fundamentals | Chapter IV: Customer & User Involvement 198


Who are the stakeholders?

Agile Fundamentals | Chapter IV: Customer & User Involvement 199


Who are the stakeholders?

Source: http://leadinganswers.typepad.com/leading_answers/2012/02/timebox-alternatives.html

Agile Fundamentals | Chapter IV: Customer & User Involvement 200


Agile Fundamentals | Chapter IV: Customer & User Involvement 201
Agile Principle #4

• Business people and developers must


work together daily throughout the
project.

Agile Fundamentals | Chapter IV: Customer & User Involvement 202


Why do we need to get our customers
involved?

Agile Fundamentals | Chapter IV: Customer & User Involvement 203


Minimize the distance from developer to
customer/user

Agile Fundamentals | Chapter IV: Customer & User Involvement 204


Communication

Source: Agile Product Ownership in a Nutshell

Agile Fundamentals | Chapter IV: Customer & User Involvement 205


Schneider's Culture Model and Agile

Agile Fundamentals | Chapter IV: Customer & User Involvement 206


Schneider's Culture Model and Agile

Agile Fundamentals | Chapter IV: Customer & User Involvement 207


Agile Fundamentals | Chapter IV: Customer & User Involvement 208
Why launch a product that its own analysts
know will fail?

Agile Fundamentals | Chapter V: Planning & Adapting 209


Product adaptation

Agile Fundamentals | Chapter IV: Customer & User Involvement 210


Welcome changes

Agile Fundamentals | Chapter IV: Customer & User Involvement 211


Money for Nothing, Changes for Free

Source: http://blog.insart.com/project-delivery-models-tech-startups-finding-optimal-solution

Agile Fundamentals | Chapter IV: Customer & User Involvement 212


Money for Nothing, Changes for Free
Base Example
• This simply illustrates that all the high-priority items are implemented
at the start of the project. Low priority items are done at the tail-end
of the project.
A supplier and client have agreed that it is reasonable to expect the work to take
a seven-man team one man-year (200 man days) to complete a project at a rate
of 1000 USD per person per day.

7 * 200 * 1000 = 1’400’000 USD

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.

Supplier Bonus Client Saves


20% remains of 1’400’000 = 280’000 Total Client Costs = 80% of budget +
* 20% = 56’000 Supplier bonus

Or 4% of the entire budget for doing 1’120’000 + 56’000 = 1’176’000.


nothing.
Thus a saving of 224’000, which is
Or 5% mark-up on revenue 16% under budget
(56’000/1’120’000)

The project is also delivered a month early.

Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/

Agile Fundamentals | Chapter IV: Customer & User Involvement 214


Money for Nothing, Changes for Free
Example – 60%
In thistake
• Let‟s case,the
more items arewhere
example yet to be delivered.
the projectHowever, the majority
is stopped after 60%of high
of the
priority items
budget have been
has been delivered. 40% of the budget is then shared.
used.

Supplier Bonus Client Saves


40% remains of 1’400’000 = 560’000 Total Client Costs = 60% of budget +
* 20% = 112’000 Supplier bonus

Or 8% of the entire budget for doing 840’000 + 112’000 = 952’000.


nothing.

Or 13% mark-up on revenue Thus a saving of 448’000, which is


(112’000/840’000). 32% under budget

The project is delivered within 8 months not 12.

Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/

Agile Fundamentals | Chapter IV: Customer & User Involvement 215


Money for Nothing, Changes for Free
Example – 40%
In thistake
• Let‟s case,the
onlyexample
the high priority
whererequirements
the projecthave been delivered.
is stopped 60% of
after 60% of the
the budget
budget hasis been
then shared.
used.
At first glance this
example may appear to
Supplier Bonus Client Saves be unrealistic.
60% remains of 1’400’000 = 840’000 Total Client Costs =Remember however,
40% of budget +
* 20% = 168’000 Supplier bonus that 80% of the
features most used are
Or 12% of the entire budget for doing 560’000 + 168’000delivered
= 728’000. by 20% of the
nothing. project’s effort, so it is
not that unrealistic!
Or 30% mark-up on revenue Thus a saving of 672’000, which is
(168’000/560’000) 48% under budget

The project is delivered within 5 months not 12.

Source: http://www.mcpa.biz/2011/10/money-is-for-nothing-change-is-for-free/

Agile Fundamentals | Chapter IV: Customer & User Involvement 216


Agile Fundamentals | Chapter IV: Customer & User Involvement 217
Update your list: Myths and Facts about Agile

• 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 | Chapter IV: Customer & User Involvement 218


Chapter V:
Planning & Adapting

Agile Fundamentals
Agile Fundamentals | Chapter V: Planning & Adapting 220
What is Agile Planning?

Agile Fundamentals | Chapter V: Planning & Adapting 221


User Stories
What is a User Story
• A user story describes functionality that will
be valuable to either a user or purchaser of a
system or software.

• User stories are composed of three aspects:


• A written description of the story used for planning
and as a reminder
• Conversations about the story that serve to flesh
out the details of the story
• Test that convey and document details and that
can be used to determine when a story is complete

Agile Fundamentals | Chapter V: Planning & Adapting 222


User Stories
Epics, Themes and User Stories

User Stories

Themes

Epics

Agile Fundamentals | Chapter V: Planning & Adapting 223


User Stories
Attributes of a good user story
INVEST
• Independent
– Avoid introducing dependencies cause this can lead to prioritization, estimating and
planning problems
• Negotiable
– Stories are short descriptions of functionality, the details of which are to be negotiated
with the customer. Important details shall be annotated as they surface
• Valuable to users or customers
– Avoid stories that only are valuable for developers
– Have the customer user or their representative write the stories
• Estimable
– If there are lack of knowledge, make a spike to gather further info
• Small
– Split stories (or combine them) into the right size
• Testable
– Developers must be able of determine when they are DONE

Agile Fundamentals | Chapter V: Planning & Adapting 224


User Stories
The three aspects of user stories

• Stories are traditionally written on note cards


Card • Cards may be annotated with estimates,
notes, etc.

• Details behind the story come out during


Conversation conversations between stakeholders, product
owner and team

• Acceptance tests confirm that the story was


Confirmation coded correctly

Agile Fundamentals | Chapter V: Planning & Adapting 225


User Stories
Format

Business Solutions

Agile Fundamentals | Chapter V: Planning & Adapting 226


User Stories
Examples of user stories

As a surfer, I want As a trader, I want


to ride the wave open a position, so
so that I will have I can short a
great fun. EURUSD pair.

Agile Fundamentals | Chapter V: Planning & Adapting 227


User Stories
Acceptance Criteria

Agile Fundamentals | Chapter V: Planning & Adapting 228


User Stories
Exercise: Write User Stories and Acceptance Criteria
• You are building an Exercise and diet mobile
application.
• Your Epic: “Generate anyone‟s Exercise Routine
and Diet.”

• Create User Stories based on the Epic.


• Don‟t forget to write Acceptance Criteria!

10 minutes

Agile Fundamentals | Chapter V: Planning & Adapting 229


The 5 levels of Agile Planning

Agile Fundamentals | Chapter V: Planning & Adapting 230


PRODUCT VISION

Agile Fundamentals | Chapter V: Planning & Adapting 231


PRODUCT VISION

Agile Fundamentals | Chapter V: Planning & Adapting 232


PRODUCT VISION

Agile Fundamentals | Chapter V: Planning & Adapting 233


PRODUCT VISION
Elevator Pitch

Agile Fundamentals | Chapter V: Planning & Adapting 234


PRODUCT VISION
Exercise: Elevator pitch sentence

10 minutes

Agile Fundamentals | Chapter V: Planning & Adapting 235


PRODUCT ROADMAP

Agile Fundamentals | Chapter V: Planning & Adapting 236


PRODUCT ROADMAP

Agile Fundamentals | Chapter V: Planning & Adapting 237


REALEASE PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 238


RELEASE PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 239


RELEASE PLANNING
Velocity-based release planning

Source: What is Agile, Henrik Kniberg, 2013

Agile Fundamentals | Chapter V: Planning & Adapting 240


RELEASE PLANNING
Velocity-based release planning

Source: What is Agile, Henrik Kniberg, 2013

Agile Fundamentals | Chapter V: Planning & Adapting 241


ITERATION PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 242


ITERATION PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 243


ITERATION PLANNING
• Total features
(story points)
delivered in each
past iteration.
• Trending of
features delivered
in past iterations.
• Team velocity -
Average story
points delivered
by team in an
iteration.

Agile Fundamentals | Chapter V: Planning & Adapting 244


ITERATION PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 245


DAILY PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 246


DAILY PLANNING

Agile Fundamentals | Chapter V: Planning & Adapting 247


DAILY PLANNING

• Burn-down chart

Agile Fundamentals | Chapter V: Planning & Adapting 248


Agile Fundamentals | Chapter V: Planning & Adapting 249
Estimation: How high is the building?

5 minutes

Agile Fundamentals | Chapter V: Planning & Adapting 250


Relative Estimation

Agile Fundamentals | Chapter V: Planning & Adapting 251


Estimation Accuracy

Source: What is Agile, Henrik Kniberg, 2013

Agile Fundamentals | Chapter V: Planning & Adapting 252


Estimation Accuracy

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%

Agile Fundamentals | Chapter V: Planning & Adapting 254


Chapter V: Planning & Adapting

PLANNING POKER

• Relative estimation!
• Reference Story
• Point != hour!
• Fibonacci-like sequence of numbers

Agile Fundamentals | Chapter V: Planning & Adapting 255


STORY POINTS

• Measure “bigness”:
• COMPLEXITY
How difficult it seems?
• EFFORT
How much of it there is?
• RISK
Current knowledge (uncertainty)
• Relative value
• Unit less
• Fibonacci-like

Agile Fundamentals | Chapter V: Planning & Adapting 256


PLANNING WITHOUT PLANNING POKER

Okay, how many 2? ...


points for this User
Story?

Zzzzzh

?????

Agile Fundamentals | Chapter V: Planning & Adapting 257


PLANNING WITHOUT PLANNING POKER

2? ...

Zzzzzh

?????

Agile Fundamentals | Chapter V: Planning & Adapting 258


PLANNING WITHOUT PLANNING POKER

? ...

8?

Zzzzzh

Agile Fundamentals | Chapter V: Planning & Adapting 259


PLANNING WITHOUT PLANNING POKER

Hmm ... 2? ?8 ?8

Okay, 8!

8?

Maybe 40 ?
8

? 13

Agile Fundamentals | Chapter V: Planning & Adapting 260


PLANNING WITH PLANNING POKER

Agile Fundamentals | Chapter V: Planning & Adapting 261


PLANNING WITH PLANNING POKER

Okay, how many 2 13


points for this User
Story?

40

Agile Fundamentals | Chapter V: Planning & Adapting 262


PLANNING WITH PLANNING POKER

I think…
Because of…
2? 40? Why?

I think…
Because of…

Agile Fundamentals | Chapter V: Planning & Adapting 263


PLANNING WITH PLANNING POKER

Yes
Okay. We do it again?

I got it.

Agile Fundamentals | Chapter V: Planning & Adapting 264


PLANNING WITH PLANNING POKER

Everybody feel OK
OK
confident with 13?

OK

OK

OK

Agile Fundamentals | Chapter V: Planning & Adapting 265


Agile Fundamentals | Chapter V: Planning & Adapting 266
STATUS

Agile Fundamentals | Chapter V: Planning & Adapting 267


STATUS

Agile Fundamentals | Chapter V: Planning & Adapting 268


Agile Fundamentals | Chapter V: Planning & Adapting 269
Agile Principle #12

• At regular intervals, the team reflects on


how to become more effective, then tunes
and adjusts its behavior accordingly.

Agile Fundamentals | Chapter V: Planning & Adapting 270


No single process that can fit all projects &
situations

Agile Fundamentals | Chapter V: Planning & Adapting 271


Agile Development Rules
Needed

Test Driven
Development

Continues Integration
Needed
Needed

Refactoring
help Needed
Pair programming

help

Simplicity
Coding convention Non single code owner help
Source: Altran CIS

Agile Fundamentals | Chapter V: Planning & Adapting


Septembre 2011 Altran AESI V2011
272
Scaled Agile Framework

Agile Fundamentals | Chapter V: Planning & Adapting 273


Seven Lean Principles
1. Eliminate Waste
2. Build Quality In
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole

Agile Fundamentals | Chapter V: Planning & Adapting 274


Lean Portfolio Management

• Benefits • Minimizing work in


• Speed & Quality progress
• Line of sight to • Minimizing
Business needs Interruptions

Agile Fundamentals | Chapter V: Planning & Adapting 275


Lean Portfolio Management

Agile Fundamentals | Chapter V: Planning & Adapting 276


The Core beliefs of Lean

Agile Fundamentals | Chapter V: Planning & Adapting 277


Agile Fundamentals | Chapter V: Planning & Adapting 278
Kano Model

Agile Fundamentals | Chapter V: Planning & Adapting 279


Project adaptation

Agile Fundamentals | Chapter V: Planning & Adapting 280


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 281


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 282


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 283


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 284


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 285


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 286


Retrospective

Agile Fundamentals | Chapter V: Planning & Adapting 287


5-Whys

Agile Fundamentals | Chapter V: Planning & Adapting 288


Agile Fundamentals | Chapter V: Planning & Adapting 289
Update your list: Myths and Facts about Agile

• 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 | Chapter V: Planning & Adapting 290


Retrospective

10 minutes

291
Resources

• Geneva – Lausanne Agile / Lean / Scrum


Communities

292

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