Post on 16-May-2015
description
transcript
the ROAD to ���potential SHIPPABLE increments
April 25, 26 - Lyon h"p://www.flickr.com/photos/gravitywave/483395506/
Who am I?
• Nick Oostvogels • Independent consultant • PM, agile & Kanban coach • Freelance blogger • Conference organizer • Father of 3
The story
h"p://www.flickr.com/photos/expressmonorail/3121252611/
The story
• A typical Scrum team • Dedicated team of 5 devs, 2 qa, 1 PO, 1 SM,
1 analyst
The story
• Switched from waterfall 6 months ago • Getting better • Being coached
The story
• Developing a web application • Highly visible project • Have to start delivering
Retrospectives
• Taken seriously • Improving continuously • Open minded, willing to try new things
PROJECT POST-MORTEM LESSONS LEARNED
MORE FREQUENT with ITERATIVE development
Agile RETROSPECTIVES
Image by code_mar.al at h2p://www.flickr.com/photos/code_mar.al/4145914957/
Retrospectives SET the STAGE
GATHER INFORMATION
INSIGHTS
DEFINE ACTIONS
CLOSE
But still…
Finishing a sprint 100% seemed impossible
Introducing…
The 6 step program…
… towards potential shippable increments
h"p://www.flickr.com/photos/theklan/1276710183/
1st step
Change focus by learning the improvement kata Goal: get more value out of the retrospectives
Kata : a pattern you practice to learn a skill and mindset. Improvement kata : a pattern for improving, adapting and innovating.
It helps to improve continuously towards a goal instead of random hunting for improvements.
h"p://www.flickr.com/photos/kaibara/1449448184/
Current condition
Vision
Target Condition
PDCA PDCA
PDCA
Improvement kata
Customized for retrospectives
1. Formalize the vision
“What is important for us? How do we want to deliver software?
Current condition
Vision
Target Condition
PDCA PDCA
PDCA
Customized for retrospectives
2. Use the vision to agree on the target condition
“What is the next step we can take to get closer to the vision?”
Customized for retrospectives
3. Use the vision as a cross-check
Does this improvement suggestion help us to get closer to the vision?
Result
• Better focus • Long term thinking • Systems thinking • The vision is used as a referee ���
during discussions
• It may take several ���sprints to get to ���the next target condition
h"p://www.flickr.com/photos/louish/5626178350/
2nd step
Focus on quality
Goal: ‘REALLY’ delivering features
What is quality?
Zero bug policy!
h"p://www.flickr.com/photos/felixjacksonjr/2280660104/
How?
• In sprint testing • In sprint validation Definition of done: + no open bugs related to user stories of the sprint backlog Fix regression bugs before starting new work
Results
• Happier end users • Easier demo’s • Higher confidence towards deployment • More accurate planning
3rd step
Focus on improving flow Goal: identify and understand bottlenecks
http://www.flickr.com/photos/96dpi/3371440496/
Theory of constraints
Boyscouts example
http://www.flickr.com/photos/22326055@N06/4257346829/
• Step 1 – Find bottlenecks through symptoms • Step 2 - Plan actions to reduce or eliminate
bottlenecks • Step 3 – Subordonate everything else to the
above decision
• Step 4 – Evaluate the bottleneck • Step 5 – go back to step1
Investigate & act Walk through the lifecycle ���
of the user stories
h2p://www.flickr.com/photos/usnavy/6083504722/
Investigate & act Use measurements
Investigate & act Discuss possible bottlenecks
h2p://www.flickr.com/photos/smannion/3385144016/
Investigate & act Plan actions to reduce or ���
eliminate the bottleneck
Result
• Awareness • Get used to hunt for bottlenecks
4th step
Make bottlenecks visible
Limit Work in Progress
Active In Development (5) In Test (3) Resolved (2) Closed
Kanban board
Kanban rules
Never break the WIP limits!
Being idle due to uneven flow distribution drives people crazy!
h"p://www.flickr.com/photos/annayanev/3491617954/
Kanban rules
1. Check if the bug list is empty 2. Check if you can help the next stage to pull a
feature 3. Check if you can help somebody with a feature
in your stage 4. Investigate the root cause 5. Improve the application or your way of working 6. Learn something new, related to the job
What to do when the flow is stuck?
Remember:��� ���Kanban doesn’t focus on maximizing utilization of people ���
Result
• Focus on the entire chain • WIP limits to manage flow and tackle
bottlenecks
5th step
Anticipate bottlenecks early on
Understanding measurements
Distribution
SLA’s
Result
• Visualisation • Better decision making • No more tasks that disappear in the process
6th step
Use SLA’s for good sprint backlog composition
Sprint backlog
Big user stories need to go first We can only do a few big ones Small user stories near the end Dependent user stories may not fit the sprint S (0-‐2 sp) : 4 days -‐ 7 days
M (3-‐5 sp) : 4 days -‐ 7 days L (8-‐13 sp) : 10 days -‐ 14 days
The Role of PO and SM
http://www.flickr.com/photos/joshuacraig/5410326211/
Product Owner
Explain priorities Actively participate
Trust the team Put quality and flow first
Scrum Master
Guard the rules Give the team a
mandate Trust the team
Compare ���with ���1 year ���earlier
Compare with 1 year earlier
Planning is much more accurate despite less upfront preparation • Bugfree software • Consistent delivery
• Definition of done • Up to date product backlog
Compare with 1 year earlier
Easier end-user testing and demos Better feedback
http://www.flickr.com/photos/cblue98/7635645124/
Compare with 1 year earlier
Team spirit increased
http://www.flickr.com/photos/wwworks/1384952210/
Not pushing to go faster ���but improving end 2 end
h2p://www.flickr.com/photos/rwp-‐roger/3854246685/
Compare with 1 year earlier
Focus on finishing instead of starting
http://www.flickr.com/photos/tharrin/3555828959/
Compare with 1 year earlier
Ownership “Everybody cares”
http://www.flickr.com/photos/saamiam/4203685689/
Summary
1 Improvement Kata
6 Use SLA’s during planning
2 Focus on Quality
3 Improving flow
4 Make bottlenecks visible (WIP limits)
5 Anticipate bottlenecks (SLA’s)
Available on
Related books
www.dare2013.be
Thanks!
@NickOostvogels
http://www.skycoach.be