Agile Event Presentation - Nov 27th 2013

27th November, 2013 Copyright © SureSkills


Agile

– Making it Work


Agenda

Time Agenda Speaker

0800 Welcome Ruaidhri McSharry

0800 – 0815 SureSkills Introduction to Agile Bill Heffernan,

SureSkills

0815 – 0910 Agile – Making it Work in a Real Environment Cameron O Connor,

SQS/SureSkills

0910 – 0950 Concepts & Practices behind Agile

Requirements

Colm O'hEocha, Agile

Innovation

0950 – 1020 Real Word Case Study - Rolling Out Agile in

Paddy Power

Paul Hayes, Paddy

Power

1020 – 1030 Q&A & Event Close Event Panel


Global

Delivery EMEA

AJP

USA

Project

Management Program & Project Management Practices

Project office, PMO, Portfolio

Management, Resource Placement:

Program Managers & Project Managers

Education

Development Instructor Led & E-Learning Development

Rapid 2

SureSkills Connect

Service

Management Gap Analysis – Best practice

frameworks & Standards – ITIL®,

ISO20000

Steering – Continual Service

Improvement Programs

LaaS Social Learning

E-Learning

Virtual Labs Capability

Social

Media Social Media for Business

Digital Marketing

Search Engine

Optimization

Business

Analysis Business Analysis Operations

Assess & Recommend: Business

processes

Business Process Modelling

Managed

Services Service Desk Outsourcing

Application Management and

Deployment

Vendor SLA Management

Private Tailored Customized Courses

On site/off site

Groups

1-1

Public Schedule Microsoft

VMware

ITIL

PRINCE2

Business Skills

SQL

Business Analysis

Support Pro-Active Monitoring and Alerting

IT Administration (MAC service)

Remote and On-Site Hands On

Response

Technical

Consulting Data management solutions

Storage solutions

Virtualisation solutions


Introduction to Agile

Bill Heffernan


Agile Overview

1. Origins

2. What is Agile?

3. Agile Principles

4. Agile Approaches

5. Why Adopt Agile

6. Challenges

7. Pitfalls

8. Myths

9. Q&A Acknowledgement:

A significant proportion of content in this presentation is based upon content from the “Agile for Dummies” e-book publish by IBM.


Origins of Agile

Traditional “Waterfall”

“Code-and-Fix” Requirements

Design

Development

Integration

Testing

Deployment

Challenges Schedule Risk

Limited Flexibility

Reduced Customer Involvement

1988

“Spiral”

Incremental

Regularly deliver

working code in

small chunks

Iterative

Learn from

feedback on

deliveries and set

aside time to use

this feedback to

improve

1990’s

“RAD” (Rapid Application

Development)

SCRUM

XP

2001

“Agile Manifesto”


What is Agile?

Manifesto 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 Manifesto Copyright 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern,

Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas. This declaration may be freely copied in any form, but only in its entirety through this notice.


Agile Principles

1. The 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 and then tunes and adjusts its behaviour accordingly.


Agile Approaches

SCRUM Adjustments made on experience not theory

Product backlog, sprint backlog, burn down charts, shippable functionality

XP Deliver requirements when as requested by customer

Lean Programming The lean software development principles are eliminate waste, build in quality, create

knowledge, defer commitment, deliver quickly, respect people, and optimize the whole.

Kanban Visualise the workflow and limit work in progress

Agile Modeling Values, principles, and practices for modeling software that can be applied on a software

development project in an effective and lightweight manner.

Agile Model Driven Development (AMDD) approach - do just enough high-level modeling at the beginning to understand the scope and potential architecture. During construction iterations do modeling as part of iteration planning activities, then take a JIT model storming approach where you model

Unified Process Iterative and incremental approaches within a set life cycle. Focuses on collaborative nature

of software development and works with tools in a low-ceremony way.

Disciplined Agile Delivery (DAD) – Agile Framework


Why Adopt Agile?

Faster time to market

Early ROI

Feedback from real customers

Build the right product

Early risk reduction

Better Quality

Culture & morale

Efficiency

Customer satisfaction

Alignment / Integrated Teams

Emergent Outcomes

Predictability


Challenges

Scale

Large Teams

Distributed Teams

Compliance

Domain Complexity &

Technical Complexity

Organization Distribution

& Complexity

Enterprise Discipline


Pitfalls


Some (of many) Myths

Myths

Is not disciplined

Do not plan

No Documentation

Unsuitable for regulated

environments Doesn’t scale

We don’t know what will be delivered

A team can be agile


Q&A


Agile – Making it Work in a Real

Environment

Cameron O’Connor


…or is it?


In the beginning there was Change


Traditionally we used this


To do this….


However, these days, this is important….


and so is this…


and especially this …


We have redesigned our workspace


And how we meet


We call this the Agile Approach


Top 9 Reasons to go Agile (VERSIONONE Annual State of Agile Report 2013)

1. Manage Changing Requirements

2. Productivity

3. Project Visibility

4. Team Morale

5. Quality

6. Faster Time to Market

7. Better alignment between IT & Business Objectives

8. Simplify Development Process


Agile Methods & Practices

0%

10%

20%

30%

40%

50%

60%

% of Agile methodologies being used


What Agile techniques are being used on projects?

0%10%20%30%40%50%60%70%80%90%

% of Agile techniques employed

% of Agile techniquesemployed


Leading causes of failed Agile projects

Company philosophy at odds with core Agile values

Pressure to follow traditional Waterfall processes

General organisational communications problems

Lack of experience with Agile methods

Unwillingness of team to follow Agile

Lack of Management support

Insufficient training


Top 5 ‘Must Haves’ to adopting and scaling Agile

1.Executive Support

2.Training Program

3.Implementation of a common tool

4.Internal support group

5.Reference books/ guides


Top 10 Agile Tools

1. Excel

2. MS Project

3. Version One

4. Jira/ Greenhooper

5. HP Quality Centre

6. MS TFS

7. Bugzilla

8. Homegrown

9. Google Docs

10.Vendor Y

11. IBM Clearcase

12.Rational


Agile is a mind set


Adoption of Agile ideas depends on organizational cultural


Don’t worry, we were all born Agile!


Concepts & Practices behind

Agile Requirements

Colm O'hEocha


What’s Wrong with ‘Requirement Specifications’?

– ‘Requirements’ -> Mandatory, Fixed

• Ignore ‘Emergent Learning’, Hard to Change

– ‘Specifications’ -> Feature Centric rather than

Value Centric

– Reflect Problem Space, not Solution Space

– Inhibit Collaboration/Innovation

– Low fidelity, low richness, expensive

38


What are ‘User Stories’

• User Centric – what’s important to your customer

• Story – The Power of Narrative

– We pay much more attention to stories than facts

– Stories drives generation of tacit, contextual knowledge

– “A story paints a picture, and a picture tells a thousand

words”

• User Stories Define

– The Actor/Persona/Role (Who)

– The Action/Functionality (What)

– The Result/Benefit/Goal (Why)

Copyright © 2012 AgileInnovation

39

A brief statement of intent that describes something

the system needs to do for the user

• What its not: – A Use Case

– Requirements Document

– Feature Specification


Two way conversation is the best way to

reduce ambiguity and mis-understanding…

A wife asks her husband, a software engineer; "Could you please

go shopping for me and buy one carton of milk, and if they have

eggs, get six!" A short time later the husband comes back with six

cartons of milk. The wife asks him, "Why the hell did you buy six

cartons of milk?" He replied, "They had eggs."

Eats, shoots, and leaves.

Eats shoots and leaves.

“Entrée comes with choice of soup or salad

and bread.”

Say again?

40


Specification 41


User Story

As a Home Owner, I want to regularly trim my lawn so its neat and tidy.


Problem

Space Customers

End Users

Domain Experts

Solution

Space Developers

Architects

UI/UX Designers

Innovation

Space Uncertainty

Ambiguity

Conversation

Social Objects

User Stories & Innovation

As a <role>

so that <benefit>

I want to <action>


Lean Thinking

User Stories & Late Elaboration

Plan More Thoroughly, Earlier Late Elaboration, Keep Options

Open

Need to Make

Project

Commitments

Most

Information

Available to

Make Good

Decisions

Plan-

Driven

Approach:

Plan the

Work,

Work the

Plan

Lean/Agile

Approach:

Make

Better

Decisions,

Later

Time

Defer Decisions Buy Information Early

Project

Start

Project

End


User Stories & Incremental Value


CCC

As a <role> I need <functionality> so that <benefit> OR In order to <benefit> As a <role> I want to <functionality> OR Given <context> when <event> then <result>

Card

As a customer I search for users so that I can view their details

Value: Med Risk: Low

Estimate: 3 pts

Conversation

Confirmation •Works where first or

last name is blank •Returns registered and

guest users •I can view a list of all

matching users •….


User Story – Sample

Email Attachments. As a premium user I want emails

with attachments to go faster so I

can get on with my work

Confirmation:

• Premium users notice

emails with attachments

don’t slow down the

application

• Works with attachments

up to 10MB

• Works with up to 100

attachments

CONVERSATION:

• Is the speed of

sending/receiving the

problem, or just that it

delays your getting on

with other work?

• Are we talking about

only sending, or

receiving attachments

also?

• What is an acceptable

delay?

• Will you want to store

received attachments?

• Would up to 100

attachments be

enough?

• What about regular

users?



Using User Stories

• Describes Scope, but not Specification

– Used for Planning, not Building

• Uses Language Common to Business & IT

• Facilitates Prioritisation & De-Scoping

• Input to Analysis/Specification, NOT the Output

• Drives Definition of Acceptance Criteria

– These represent the ‘Requirements’

• Supports ‘pull’ of information as its needed

49


Some Bad Stories

1. ‘As a developer I want to call the

cfg_adm API so that I can get/set

compression cfg values’

2. ‘As an architect I want to refactor the

iOS client APIs so they provide a

cleaner interface’

3. ‘As a stock controller I want to

control the stock so that the stock is

controlled’

50


51

Story Taxonomy

Product Backlog

Item (PBI)

User Story

Tasks

Other Work

Item

Acceptance

Tests Unit Tests

Key and

edge

Examples

Other

Criteria

Implemented By

1 1..*

1 1

1..* 0..*

0..* 1..* Done when Passes

Is One of

Is One or More of

NFR Constrained By

1 0..*



Real Word Case Study - Rolling

Out Agile in Paddy Power

Paul Hayes

27/11/2013

27/11/2013 55

Rolling out Agile

in Paddy Power

27/11/2013

56 Paddy Power

What you might already know

• Formed in 1988

• Over 3500 employees worldwide

• 2012 Turnover €5.7 billion

• 2012 Operating Profit €136 million

– UK €81.7 million

– Australia €30.8 million

– Ireland & R.O.W. €23.5 million

• Over 75% of profits from Online

• Market leader in mobile

– First betting app in Appstore (2010)

– Over 30% of online revenues

27/11/2013

57 Paddy Power

What you might not know

27/11/2013

58 Paddy Power

Product Development

•Web Development

•Mobile Development

•Java Development

•Scripting

•Reporting

Paddy Power

Development Teams

• Betting Platform

• Games Developers

• Casino, Poker, Bingo software

Product Vendors

• Outsourced Development

• Outsourced Testing services

Development Partners

27/11/2013

59 Why move to agile?

Scaling organisation

27/11/2013


Scaling organisation

• Long delivery times for new projects

• Difficult to adapt to UX research findings

• Difficult interaction between BA & IT teams

– Long, detailed specs

– Lengthy review & estimation process

– High cost of change

• Communications overhead

– Escalation meetings

27/11/2013


• Stakeholder engagement

• Agreeing roles & responsibilities

• Agile framework selection

• Define training needs

• Agree cross-functional teams

• Proof – of – concept :

– 2 teams

– Q4 2012

27/11/2013

62 Preparing for agile

Approach

• Have the people in the team that you need to produce

releasable software

• Release at the end of sprints

• Flexibility – inspect & adapt

• Improve visibility

27/11/2013


Guiding principles

• 1 day workshop for whole team

• Engaged with external coach

• “Training from the back of the room” –

discussions & exercises e.g. ‘best project’,

‘previous agile experiences’

• User story focus

• Happiness door

27/11/2013


Initial training

• Teams agreed on 3 week sprints

• Unanimous adoption of Story Points &

Planning Poker

• Used Kanban to ‘protect’ sprints

27/11/2013

65 Executing the transition

Kick-off and planning

• User stories / Spec by Example

• Test automation

• Continuous delivery

• Co-located teams

• Continuous improvement led by teams

• CSM & CPO training for people in those roles

27/11/2013


Changing other work practices


Phased transition

10/10/201

3

T1 Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum

T2 Scrum Scrum Scrum Scrum Scrum Scrum Scrum Scrum

T3 Recruit Recruit InTeam Scrum Scrum Scrum

x2 Scrum

x2 Scrum

x2

T4 Recruit Recruit InTeam InTeam InTeam Scrum Scrum Scrum

T5 Inflight Inflight Inflight InTeam InTeam InTeam Scrum Scrum

T6 Recruit Inflight Inflight Inflight Inflight InTeam InTeam Scrum

2013 Jan Feb Mar Apr May

• Same transition planning steps as with internal teams

• Principles

– Releasable code at end of sprints

– Open communications & transparency

– Fixed length sprints

– Shared commitment to continuous improvement

– One team

• Mixed teams

– PP : Product Owner role. BA & QA within teams

– External: Scrummaster role. Dev & QA within teams

27/11/2013


External teams

• 10 cross-functional agile teams up and running

• Improved morale of teams

• Better interaction between business & IT teams

• Shortened delivery times??

• Reduces delivery risk

• Facilitates small changes

27/11/2013

69 Agile – the story so far

Results

• Preparing the organisation is key

• Outside coach is a great help

• Important that whole team & stakeholders train together

• Agree the principles, don’t dictate the details

• Teams all adopted story points & converged on 3 week

sprints

27/11/2013


What we have learned

• Interaction with UX & Design teams

• Integrating Infrastructure / devops

• Alignment with budgets / annual plans

• Building guilds, tribes & continuing the evolution along

with other PP development areas

27/11/2013


Still working on…

• [email protected]

27/11/2013

72 Keep in touch

@paulmhayes


Join The Debate on LinkedIn

SureSkills Service Management & Project Management Group

http://www.linkedin.com/groups?home=&gid=4839449&trk=anet_ug_hm


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Agile Event Presentation - Nov 27th 2013

Technology