Transcript: -Defects -Inventory -Over Production -Transportation -Over Processing -Motion -Waiting -What are we going to commit to change? -Create change/learning story for change -Create knowledge wiki for our group (searchable) -Create risk spreadsheet (searchable) Transfer Actionable Items to New Behavior Timeline -MBWA: Management by walking around -Genchi: Go and see -OH No circle Run Away from 'What Went Well' Retro How to Talk to an Executive -What are their pain points -Look at Value and ROI instead of budget, time, scope -Say a lot in a few words -Don't assume they know what you do -Have conversation with the right people -Exec's: data driven=30%, big pic=70% -SUCCESS=moving to the next step -Look for win/win -Keep under control (SM) -Less traffic gets thru quicker (I25) -Scaling up = plan for additional defect Following the PM Games: Pictures -Various pictures from magazines -Everyone pics a pic -Everyone talks about what their pic means to them -Determine list at actionable items "The PM is perfectly placed to find the waste" PM (q) vs PM (Q) Project focused Pattern focused Box Checker Lean thinker Reporter Transformational Siloed Holistic In the box Out of the box Change control Embracing change Lagging indicators Leading indicators -Weeks -Months -Longer Does not predict all risks upfront -Inspect and adapt -Fast feedback allows adjustment -More frequent checkpoints reduce risk -Communicate uncertainty in ranges -Backlog grooming in ranges -First day you know the least. Wait until last responsible moment to make critical decisions, when cost of waiting = cost of not deciding Don't Games: Sailboat Incentive PM -Team=on the boat -Anchors=problems slowing us down -Rocks= danger ahead -5 lined star with 5 areas -Keep, More, Less, Stop, Start -Each team member puts a comment in each area -Group stickies into themes -Actionable items -Good for teams with members who don't speak up Kanban -Autonomy: include time to fix -Mastery: training, toolkit -Purpose: waste removal, helping other PMs, etc Lean Tools Top range = will get Mid-range = might get Low range = may not get 6-9 mo vs. 6-12 mo -Anytime, anywhere 5 min social, truth comes out -Set the Stage gather data, generate insights, decide what to do, close retro -Keys to success everyone participate, self organized Actionable outcomes: SMART -Make it FUN -Is Evolutionary -Boards can vary -About WIP -Visualization is essential for communication -Visual board shows empty areas -Focus on fewer tasks -Improve flow at bottlenecks -Storymaps and priority Agile is Risk Mgmt WIP Uncertainty: Ranges Agile 7 Lean Wastes: Games: StarFish -Push -Get emotional -Use buzz words -Ask a ‘yes’ or ‘no’ question – always open ended -Complain or whine -Promise if you can’t guarantee -Go without data (2nd conversation) -Insult them or the organization -Make them feel silly -Be too wimpy – have confidence, make it work … s/he is listening to you
Transcript: pag. 20 The Vision We can never direct a living system, only disturb it and wait to see the response Cross-functional teams and productivity In contrast, if I was interrupted with questions, process, or-heaven forbid-meetings, I felt bad. What did I really accomplish that day? Code and product features were tanible to me; I could see them, understand them, and show them off. Learning by contrast, is frustratingly intangible pag 22 The Product Strategy Startups also have a true north, a destination in mind: creating a thriving and world-changing business. I call that a startup's vision. To achieve that vision, startups employ a strategy, wich includes a business model, a product road map, a point of view about partners and competitors, and ideas about who the costumer will be. pag 7 The product is the end result of this strategy
Transcript: huddle Mrs. Rossi huddle to crowd together crowd huddle separate
Transcript: Double click to crop it if necessary (cc) photo by Franco Folini on Flickr http://www.xgenta.com/docs/Forrester04_AgileOffshoring.pdf http://martinfowler.com/articles/agileOffshore.html Brainstorm (cc) photo by Metro Centric on Flickr Continuous Integration Research San Francisco Budapest Results Changes to the way we build software/solutions Changes to the way we communicate with the s/hs Benefits of agile processes Notes Place your own picture behind this frame! (cc) photo by Metro Centric on Flickr References Stockholm Agile Methodologies Important Details (cc) photo by jimmyharris on Flickr Improvements in time to benefits Overall quality and efficiency Team morale Relationship between IT and Business staff Responsiveness to change
Transcript: Meeting Minutes Use of social tools (Connection) Use of Rational Team Concert (RTC) to manage the customer requirement Improve internal communication with other teams This was not a fast and full use of Agile methodology instead of that has been a partial and incremental use of Agile topics. AGILE at Career Framework project Reduction to 2 or 3 weeks by iteration. Manage release scope throw Dashboard. Improve customer communication. Rational Team Concert Faster Delivery Cross Functional One Team Transparency Happy Customer Continues Testing Skype call The main disadvantage were: A poor knowledge of business rules, Poor documentation above data sources, Dependency of other teams. ONE team Continues Releases and Deployment Applying AGILE SCRUM Agile Implementation Continue raise requirements throw RTC Collaborative Development CIO team (customer) Cognos CoC team (manage & development) LUR team (database support) OGS team (Cognos support and maintenance) Tester team Knowledge the project Accomplishments Connections Releases Retrospective meetings Waterfall methodology. Releases of 3 to 6 months. Requirements send throw long extension documents. Poor or null contact with end user. use of Functional ID Internal scrum calls between Cognos CoC team. Scrum call with customer and other teams. Video conferences (throw Skype) Weekly meetings with customer Continuous Business Planning Through RTC Continuous Customer Feedback Career Framework Team Before MotioCI Evolution Saúl Zavala Morín Ruth Angelica Castro Avelar Adriana Nilo Rodriguez Tiberiu Trusca Vanessa Reis Cristo Jorge Manuel Valencia Martínez Brian J. Link Jeremy Cohen Christopher J. Zack Gustavo Keiji Sibinelli Okubo Cezar Alberto Rachti Katalin Draskoczi Maria Tereza Dos Reis Van Der Boor Ligya Sayuri Massunaga
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Transcript: Agile Software Development The Traditional Waterfall Method Requirements Architecture Development Test Repeat Where it goes wrong? Customer is only represented in the requirements All requirements must be pre-determined and disconnects may occur if not clear How Agile Works Works Agile is "adaptive" in nature to allow adapting quickly to changes in scope Terms include: sprint, scrum, and backlog Sprint: Time restricted to one week Team will commit to which features will be delivered during the sprint from the backlog Any features not completed will return to the backlog Burndown will be used to establish rate of features added vs. those completed Roles: The Product Owner represents the voice of the customer and is accountable for ensuring that the Team delivers value to the business. The Product Owner writes customer-centric items (typically user stories), prioritizes them, and adds them to the product backlog. The Team is responsible for delivering the product. A Team is typically made up of people with cross-functional skills who do the actual work (analyse, design, develop, test, technical communication, document, etc.). It is recommended that the Team be self-organizing and self-led, but often work with some form of project or team management. Scrum is facilitated by a ScrumMaster who is accountable for removing impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the team leader but acts as a buffer between the team and any distracting influences. Daily Scrum: Each day during the sprint, a project status meeting occurs. This is called a daily scrum, or the daily standup. This meeting has specific guidelines: The meeting starts precisely on time. All are welcome, but normally only the core roles speak The meeting is timeboxed to 15 minutes The meeting should happen at the same location and same time every day During the meeting, each team member answers three questions: What have you done since yesterday? What are you planning to do today? Do you have any problems that would prevent you from accomplishing your goal? Backlog and Burn Down Product backlog The product backlog is a high-level list that is maintained throughout the entire project. It aggregates backlog items: broad descriptions of all potential features, prioritized as an absolute ordering by business value. It is therefore the “What” that will be built, sorted by importance. It is open and editable by anyone and contains rough estimates of both business value and development effort. Those estimates help the Product Owner to gauge the timeline and, to a limited extent prioritize. For example, if the “add spellcheck” and “add table support” features have the same business value, the one with the smallest development effort will probably have higher priority, because the ROI (Return on Investment) is higher. The Product Backlog, and business value of each listed item is the property of the product owner. The associated development effort is however set by the Team. Sprint backlog The sprint backlog is the list of work the team must address during the next sprint. Features are broken down into tasks, which, as a best practice, should normally be between four and sixteen hours of work. With this level of detail the whole team understands exactly what to do, and potentially, anyone can pick a task from the list. Tasks on the sprint backlog are never assigned; rather, tasks are signed up for by the team members as needed, according to the set priority and the team member skills. This promotes self-organization of the team, and developer buy-in. The sprint backlog is the property of the team, and all included estimates are provided by the Team. Often an accompanying task board is used to see and change the state of the tasks of the current sprint, like “to do”, “in progress” and “done”. Sprint Burndown The sprint burn down chart is a publicly displayed chart showing remaining work in the sprint backlog. Updated every day, it gives a simple view of the sprint progress. It also provides quick visualizations for reference. Planning and Review Sprint Planning Meeting At the beginning of the sprint cycle, a “Sprint Planning Meeting” is held. Select what work is to be done Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team Identify and communicate how much of the work is likely to be done during the current sprint Eight hour time limit (1st four hours) Product Owner + Team: dialog for prioritizing the Product Backlog (2nd four hours) Team only: hashing out a plan for the Sprint, resulting in the Sprint Backlog At the end of a sprint cycle, two meetings are held: the “Sprint Review Meeting” and the “Sprint Retrospective” Sprint Review Meeting Review the work that was completed and not completed Present the completed work to the stakeholders (a.k.a. “the demo”) Incomplete work cannot be demonstrated Four hour time limit
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