Professional Documents
Culture Documents
Presented By: Robert McGeachy, PMP Kintyre Consulting Incorporated February 26, 2010
Learning Objectives
Moving your team to Agile is akin to moving to a new country with a new language and culture. No amount of training can prepare you for every challenge.
Understand the major issues teams face when adopting Agile processes
Walk through the process to train and inspire a team new to Agile Learn how to transition roles from a Project Manager to an Agile Coach
Agile Principles The 5 Gotchas Setting up your Team Organizational Success Factors
Agenda
Agile Principles The 5 Gotchas Setting up your Team Organizational Success Factors
Agenda
Manage
Agile Define
It 1
Release 1
It 2 It 3 It 4
Release 2
It 5 It 6 It 7
Release 3
It 8 It 9 Go Live It 10
Release 4
It 11 It 12
Fri
A project is broken into releases (a release should occur no less frequently than every 4 months) Releases are broken into short (1-4 week) iterations
24 hours
The team performs Analysis & Design, Requirements detailing, Development and testing of the selected scope items to deliver something of value to the client at the end of each iteration
Iteration Scope
Iteration Plan
Agile principles
Highest priority is to satisfy the customer through early and continuous delivery of valuable software Welcome changing requirements, even late in development and focus on the customer's competitive advantage Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale Business people and developers must work together daily throughout the project Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
Accelerates Delivery
Agile Principles The 5 Gotchas Setting up your Team Organizational Success Factors
Agenda
Lack of discipline
Although it may seem counter intuitive, Agile is an extremely disciplined approach to working
Agile does not equal sloppiness. Most people will have a difficult time adjusting to this
Tracking stories to closure, accounting for the velocity of an iteration, tracking ones estimate to complete -- these are all things where every team will slip up the first few iterations Without discipline Agile will not work. Setting good examples and continually following up are essential
In fact, Agile success hinges on incremental completion of scope throughout the project
Teams that do not effectively define their exit criteria for each work unit (known as story), will never get real closure on work in progress This leads to endless cycles of revisions that are really scope changes but which are not labeled so because of the misperception, causing delays, overruns, and a demoralized team
Yet, there are many barriers: taking on a legacy application with no existing test suites; lack of tools for many aspects of an application; lack of team knowledge on how to do this
People will want to revert to more comfortable manual testing approaches TDD (Test-Driven Development) will be a struggle to adopt. It is counter-intuitive unless tried
For Business Analysts, working just in time on requirements will feel very unnatural. Working hand in hand with developers to define requirements and then to help test them as a developer works will feel very foreign
This problem will be exacerbated by the multiple reporting structures that exist between team members
Agile Principles The 5 Gotchas Setting up your Team Organizational Success Factors
Agenda
Project Manager
Scrum Master, manages issues and removes roadblocks
Developers Testers A virtual team consisting of track leads, project leadership and clients ensures broad communication of important project announcements
Architect
Responsible for overall system architecture and development quality and processes
Developer
Participates in design, creates unit tests, builds and delivers code
Product Ow ner
Track Lead
Tester Dedicated testers assigned to each track (ratio typically ranges from 2:1 to 4:1) Test Lead Responsible for organizing and planning testing efforts Mentors testers Client Proxy Helps remote teams clarify requirements and run issues to ground Product Owner Client owner who participates in Kickoffs and Iteration closures, as well as provides feedback
Test Lead
PM Client SMEs
Track Lead
Track Lead
Developers
Testers
Developers
Testers
Developers create the system. Testers ow n its validation; the developer-totester ratio w ithin each track is typically betw een 2:1 to 4:1
There should be shared access to plans, status, next steps, and other project planning and management tools.
In teams that must be geographically separated, then tools for conducting virtual meetings such as conference call phones, instant messaging, shared electronic documents and tools are leveraged to minimize the distance and separation
Meeting Agenda - The standard daily team stand-up meeting has a strict, short agenda so we can complete it within 30 minutes
Issues and Next Steps - The whiteboard list of next steps, dates, owners, to be checked during each team meeting
Risks - The whiteboard list of risks, impact, and mitigation that needs to be taken (with owner) Recognition Awards - Some place to call out great work by the team or individuals. Ground Rules - The team derived rules for respecting each other
Agile Principles The 5 Gotchas Setting up your Team Organizational Success Factors
Agenda
Teams and management alike evidence the commitment and patience necessary to seeing through changes despite challenges and disappointments along the way
A willingness exists to make reasonable investments in tools, training, coaching and mentoring to facilitate successful adoption and sustained change.
Learning Objectives
We reviewed the major gotchas that can derail a project with team members new to Agile.
Learned the major issues teams face when adopting Agile processes Walk through the process to train and inspire a team new to Agile Learned how to transition roles from a Project Manager to an Agile Coach