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The Agile Cosmos

Come with us ...
by

Peter Merel

on 22 June 2016

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Transcript of The Agile Cosmos

Agile C
Why Agile?
How Does Agile Work?
What creates Agile?
Fundamental Drivers
Quicker, better & cheaper
Why less waste?
The agile triangle.
Constraints
Backlog + Throughput
over
Baseline + Variance
Agile has
less
free variables
than Waterfall
Waterfall frees its variables
with an apology.
The
Iron
Triangle
Slippage frees timeframe ->
sorry
CRs free scope ->
sorry
Hotfixes free resource ->
sorry
Value & Quality are waterfall's
untracked free variables
Do your metrics measure the
rate of
value delivery
?

Do your KPIs confuse
cost of quality with
Opex
?
Can delegating value decisions to "
The Business
" really work?
Can delegating Quality decisions to "
The Testers
" really work?
If we max out Value and Quality, what are the free variables?
Agile Game No. 1:
Free Scope
Agile Game No. 2:
Free Timeframe
Agile Game No. 3:
Free Both
but fix
burn
Value
Value
!=
Scope
How can you tell what
value

attaches to a
requirement
?
How can you tell whether the
value
has actually been
delivered
?
Quality
Moving Quality to the left
How?
TDD ->
BDD
CI ->
CD
Story Backlog ->
Feature Map
Automation & Virtualization
Agile Values
XP Values
Simplicity
Communication
Feedback
Respect
Courage
Manifesto Values
Individuals and interactions
over processes and tools

Working software

over comprehensive documentation

Customer collaboration

over contract negotiation

Responding to change

over following a plan
XSCALE Values
Autonomous teams
over corporate matrix

Product funding

over project budgets

Consensus games

over accountable individuals

Pragmatic patterns
over prescriptive frameworks
While we value these
We value those more.
Delivery Team practices

Product Management practices
Enterprise Agile practices
Fundamental Concepts
Scrums / Squads
Who's Who? Agile Roles.
Delivering
features

not
components

a three way handshake
Sprints
Sprint ceremonies
Planning
Review
Retro
Stories
For
<why>
As a
<who>
To behave
<how>
I would want
<what>
"INVEST"

Product
Epic
Feature
Story
Scenario
Task

Delivery Team Games
The Planning Game
Continuous Delivery
CI
AD
Continuous Improvement
Grooming
Refactoring
Delivery Team Metrics
Throughput in Story Points
Distance vs Time Estimation
Story Points (relative effort)
!=

Feature Points
(capacity estimate)
!=
Function Points
(maintenance cost)
Quality
Ratio of test LOC to production LOC

Weighted open defect count

Defect half-life
Quality Assets

Quality Backlog

Quality Throughput
Cumulative Flow
Metrics
A Product Management Team
Product Ownership
signing off on accountability
A Product Management Scrum: PO +
UXD / Tech / Business / System Authorities
Maturing Requirements into Tests
Product Management Games
Feature Mapping
Release & Portfolio Planning
Set-Based
Design Thinking
Backlog Bingo
Product Management Metrics
Throughput in Estimated Story Points
Requirement defect
half-life
Enterprise
Agile Challenges
2nd Gen Scaling Frameworks
LeSS
SAFe
Enterprise Agile Games
First Generation: Lean
Manufacturing
Value Stream Mapping
Six Sigma?
Software Delivery
Eliminate waste
Amplify Learning
Decide as late as possible
Deliver as quickly as possible
Empower the team
Build integrity in (breadth first)
See the whole
Kanban
Scrumban
Startup
Business Model Canvas
Build-Measure-Learn
Pivot the Product
UX
Product Teams
Set Based Design
User
Feedback
Enterprise Lean Metrics
Open Book Management
Literally open the books to all employees.

Train them all in GAAP.
Run weekly retrospectives for tribes and guilds to define and improve
"critical numbers".
Quarterly Team Bonus Pools
Beyond Budgeting
VSM Metrics
Structural changes
Agile Coaching
Agile Enterprise Architecture
Adaptive Funding
From waterfall
component teams

To agile
feature teams
Agile Release Train
& Scrums of Scrums
Inversion of ownership
The Spotify Tribal Model
Problems with
Scrum of Scrums
From waterfall
Phase gates

to agile
Quality gates

The
Goose
in
Don't change existing teams or projects
Don't disempower traditional managers
Bring the progressives together
Steel Squad
Strategic Squad
Coordination Chapter
Consensus Decision Making
Retros, Lean Coffee & Open Space
Iroquois Treaty Chains
The Seven Samurai
Strategic Squad
Assessment
Alignment
Analysis
Coordination Chapter
Awareness
Architecture
Assistance

Chapters change themselves
Acceleration
Autonomy
Virtual Environments
Continuous Integration
Deployment Automation
The Agile Cosmos
Founder
Agile: The Next Generation
Credit in
1st Agile book
(XP: Embrace Change)
Coached
world's 2nd Agile XP project
(GMAC 1998)
Author
3rd Agile XP book
(w. Beck, Cockburn, Fowler)
Attended
1st Agile Alliance meeting
at XP 2000
Contributed code to
1st wiki engines
C2 & Wikipedia
and
1st C++ / VB test automation
frameworks ...
Invented
1st Agile game
"Coffeepot" / Extreme Hour
Founded
1st Californian Agile user group
XPSD 2002
Managed
Reuters’ & CBA's 1st Agile projects
Led Agile transformations at
Websense, IAG & CBA
Writing the book on
BPP, XSCALE & Agile:TNG
Codebase Virtualisation (DVCS)
Service Virtualisation

Database Virtualisation
Long Running Tests
Non-Functional Tests
Stochastic Tests
Database Migrations
Integration Testing
Cross-device

Cross-channel
Cross-capability
Legacy Testing
Sikuli
Regression Test
Injection
Mock Legacies
Why less COD?
Why more ROI?
Agile (
like love
) means
never having to say you're sorry.
While we value these
Behaviour controlled by feedback
1 or 2 Weeks.
Fibonacci
Numbers
Planning
Poker
Backlog
Bingo
Cumulative Flow analysis
Investment = Effort + Percentage Uncertainty
Priority = (ROI = Value - Investment / Investment) + COD
"Royal Cod"
Layout Fibonacci 1 .. 89

Add 3 pre-costed "bears"


Resource x Time = Feature Points

Rank relative to those.


Release Refactoring
Continuous
Delivery
DVCS &
Automated Deploy

smos
the
Bottle
Agile means uncovering better ways to deliver products and services through
adaptive collaboration

Come with us ...

Evolving the digital bank
Less COD, More ROI, Less Waste
Continuous Delivery of
prioritized,
fully tested, integrated, documented features.
No waiting for
project budgets, spec sign-offs, phase gates,
shared environments multi-tasked resources & dependent teams.
Continuous Improvement of
requirements,
product design, team process &
throughput.
Lower costs of
delay,
rework,
integration, quality, maintenance,
learning & change
More efficient
team collaboration,
defect resolution,
code integration,
time management,
design evolution,
product/market fit
No unnecessary
documents,
signoffs
meetings,
detailed designs,
manual working,
resource collisions,

No team structures for cross-cutting concerns.
No cadence locking or XP discipline
"Big transformation up front"
No continuous delivery quality gates or BDD.
No release planning - just sprints.
No feature backlog or product road-map.
Missing some tricks:
Agile Release Trains without Agile Feature Teams
WSJF - statistical scheduling, not rational release planning
Continuous Integration but not Continuous Delivery
Deep Matrices of managers and processes
Big transformation up front ... train everybody
Big messy release planning meetings
Bureaucracy + Agile jargon ...
"Oppressive Agile" -- Ron Jeffries
Spotify
It's a positive sum game where
we win and lose together.
We value those more.
& "Mudi"
Inside-out Red-Green
Open Space +
Iroquois Treaties
Graphs from http://www.versionone.com/Agile101/Agile%2DSoftware%2DDevelopment%2DBenefits/
graph from http://nodsw.com/sites/default/files/bdd-crash-course-v2.pdf
Independent
Negotiable
Valuable
Estimable
Similar Sized
Testable
How long does it take to run a 13.5 second race?
How long does it take to run a 100 metre race?
How much does it cost at a constant burn rate?
ie. How long does it take to reduce the amount of weighted open defects by 50%?
Story Normal Form:
testable assumptions
What's the difference?
ie. "the 15 lines of code
that cured cancer ..."
No one would see a movie called ...
Spotify + Lean UX + SAFe
No useful metrics
Confusion of concerns
Communication by proxy fails
Not actually a team so retros useless
Power corrupts communication
SoSoS even worse
Last component team always overburdened
So it's always eager to go agile.
Find a sympathetic program manager.
Hook up the downstream with product owners
Let it define interface specs for its upstream.
Now they've become the last team.
Interleave to form feature teams. Repeat.
from http://www.innolution.com/uploads/
Spotify
PM
SM
PO
SO/TA
Retrospectives
BDD
From http://patterns.instantinterfaces.nl/current/Refactoring-and-Design-Patterns-RFCT-BAS.html
Problems of Hierarchies
The Frozen Middle
Component Teams
Partial Resourcing
Combinations of
Design Conversations
Integration points
Meetings

Executive Illusions
The Hero Cult
The World of Tomorrow
The Golden Apple

Agile
Waterfall
Agile
Waterfall
cross-functional team members
Product Planning
Delivery
Any story that can't be estimated has a
defect
,
so doesn't count toward product planning throughput
Combinations of 3 things =
6
Combinations of 10 things =
3.628,800
Not good ...
"The Seven Coaches"
Behavior Driven Development
Agile: The Next Generation at
http://agiletng.org

(C) 2014 Peter Merel
and max
ROI
Epic
Epics
Lean UX / Design Thinking
Set-Based Design
(Feature Points = Story Points x Velocity)
Product Funding Diagrams
3rd Generation: XSCALE
Full transcript