Scrum or Kanban - AgileInnovation

AgileTour12 - Dublin. 2:00-‐2:15 Welcome. 2:15-‐3:00. Timebox or Flow? Choices to consider in your Agile/Lean adop on – Colm O'hEocha,. AgileInnova3on...

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AgileTour12 - Dublin 2:00-­‐2:15  

Welcome  

2:15-­‐3:00  

Timebox  or  Flow?  Choices  to   consider  in  your  Agile/Lean   adop=on  –  Colm  O’hEocha,   AgileInnova=on  

3:00-­‐3:45  

Agile  Requirements  Management   ScrumBan  and  beyond!  -­‐  Gail  Park   with  User  Stories  –  Fran  O’Hara,   and  Glen  Lockhart,  Openet   InspireQS  

3:45-­‐4:15  

Coffee  &  Networking  

4:15-­‐5:00  

The  Three  Revolu=ons    -­‐  Claudio   Perrone  aka  AgileSensei      

5:00-­‐5:30  

Panel  Session  

From  the  coalface  –  John  Vaughan,   SoBCo  

Experiences  in  Implemen=ng  Agile   Development  -­‐  John  AbboU,  Karl   Heery,  Mairead  Mulligan,  Aisling  Ni   Cheallaigh,  Aegon  Insurance  

Sponsored by AgileInnovation and InspireQS

AgileTour12   Timebox  or  Flow?    

Choices  to  consider  in  your  Agile/Lean   adop=on  

 

Colm  O’hEocha  –  AgileInnova=on  

Slow  Down  to  Speed  Up   Copyright  ©  2012  AgileInnova=on  

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This  material  is  Copyright   Protected  under  the  following   Crea=ve  Commons  License:     AUribu=on-­‐ShareAlike  3.0     Please  use  this  material  freely   and  derive  further  work  from  it.   BUT,  aUribu=on  must  be  given   to  the  original  author,  and   these  same  rights  must  govern   all  derived  works.     Please  use  the  following   aUribu=on:   “Colm  O’hEocha,   AgileInnova=on  Ltd.  2010:   www.agileinnova=on.eu”    

Agile/Lean  Delivery  Models  

Timeboxed  

Flow  Based  

Scrum,  XP,  FDD,…  

•  •  •  • 

Kanban,…?  

Work  Planned  to  fit  the  Timebox   Dura=on  Fixed,  Scope  Variable   Commitment  -­‐>  Es=ma=on  &  Planning   Macro  Level  –  Pull;  Micro  Level  -­‐  Push  

•  •  •  • 

Work  Planned  based  on  Capacity   Scope  Fixed,  Dura=on  Variable   Commitment  -­‐>  Waste  Elimina=on   Macro  &  Micro  Level  Pull  

Copyright  ©  2012  AgileInnova=on  

Timebox  –  A  Container  for  Knowledge   Work   •  Container  Constrains  the  Team,  the  Work  and  the  Prac=ces   •  Container  protects  the  Team  from  Churn  &  Interference   •  The  Container  is  Transparent   •  ScrumMaster  –  Maintain   the  Container  –  prevent   Leaks   •  Product  Owner  –  Decide   what  Work  gets  into  the   Container   •  Developers  –  Execute  the   work  in  the  Container   Copyright  ©  2012  AgileInnova=on  

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Flow  –  A  Way  to  Maximise  Value   Delivery  &  Minimise  Waste   •  Pipeline/Value  Stream  Constrains  the  ‘Work  in  Process’  (WIP)   •  WIP  Limits  &  CoS  protect  the  Team  from  Churn  &  Interference   •  The  Pipeline  is  Transparent   •  Explicit  Policies  –  Maintain   the  Pipeline  –  address   boUlenecks   •  Product  Owner  –  Decides   the  next  most  important   piece  of  work   •  Makers  –  Focus  on  Finishing   over  Star=ng   Copyright  ©  2012  AgileInnova=on  

Scrum  Board   Sprint   Backlog  

To  Do  

Done  

In  Progress  

t1 S2

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Kanban  Mechanics  in  a  Nutshell   Input  Q   (4)  

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Analysis  (2)  

Development(4)  

In  Progress  

Done  

In  Progress  

Done  

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Test  (3)  

Ready  to   Deployed   Deploy  

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13 14 Here   Let’s   Now   Because   WIP   A   The   =wcket   Iork   lnput   w imits   sis   ay   e   acin   hotompletes   es=ng   ave   ur   qceA s‘ompleted   ueue   top   xample   W2IP    w io tems   m ork   lf  imit   ay   = TqKes=ng,   cket   anban   bibit  eing   in   n   e   r1oves   est,   eplenished   as   bushed    oard.   csw omplete.   lot   ith   ctomes   N aidts    o=ce   ownstream   W tW o   IP   fts   lree,   imit   te   W m ove   asfbotages   nd   oth   lf  aimit   w 3i= ,  hen   t  sIcket   din   o   w Pf  d w ith   trogress   tisallowed   here   e   he   5i  n m mew   p–pay   ay   rocess,   i  roving   s   pinahnsufficient   ull   ow   nd   ork   tfo   arD rfndicate   =rom   one,   e   ulled   tw che   fapacity   rom   hen   hat   cointo   ustomer.   DnaIP   ipt   evelopment   e   s   Treceding   itlest.   s   co   omplete   olumns.   rw ready   eceive   to Nd tids   D he   o=ce   evelopment   eploy.   work.   f   Test,   IP   on   limits   a   As   s   mTD to   D one.   Biovers   ut   bIP   ecause   Toownstream   est   s   aib  eached    epresented   bcket   oUleneck,   qIW uickly   Eventually   Development’   c  evelopment   ake   ocW n   alhe   ny   urther   w ork   it  w as   itts   W imit.   This   lone   ike   aitnto    he   signal   Similarly,   nalysis   uickly   ripannot   eaches   IP   imit   nd   s   rom   tpaking   n  w ew   ork.    o  pera=ons   in   leaving   =cket,   development   parentheses   w3e    ifn   mDay   evelopment,   wTm bork   eside   ove   oto   n   it  D t=the   cket   o  tcw he   olumn   hich   5D  is   evelopment   chompleted,   n as   ames.   IP  lD imit   cannot   ocf  olumn   4,  sbo   e  w “tpushed”   e   o  m iw ndicate   ay   pull   nto   athat    =cTcket   est,   it  bis  e   ibnto   cecause   Development   Test  wis  ithout   already   from   breaking   aAt  nalysis   its  WaIP    W Dlone,   IP   imit.   'back-­‐up'.   (kanban)   rom   est   evelopment   tao    W stop   pit  one   roducing   m ore   ork   tihan   an   tompleted,   ested.   and  so  forth.   limit.  

Some  Things  to  Consider…     TimeBoxed   Flow   Somewhat-­‐Predictable  Demand   •  Over  Short  Planning   Horizon   •  Sub-­‐Itera=on  Features  

Interrupt  Driven  Demand   •  Day  to  Day,  Hour  to  Hour   •  Highly  Variable/ Unpredictable  Task   Dura=ons  

Focus  Time   •  Reduce  Churn  &   Distrac=on  

Less  Focus  Time   •  Churn/Distrac=on  un-­‐ avoidable  

Shared,  Collabora=ve  Work   •  X-­‐Func=onal  Teams  (7±2)   •  Generalists   •  Parallel  Work  

High  Specialisa=on   •  Individuals  (∞)   •  Hand-­‐Offs  &  Dependancies   •  Parallel  &  Sequen=al  Work  

Scope  Can  Vary  

Scope  OBen  Fixed  

Predictability  Paramount  

Responsiveness  Paramount  

E.g.  So'ware  Development  

E.g  IT  Opera6ons  

Copyright  ©  2012  AgileInnova=on  

Timeboxed  (Scrum)  and  Flow  (Kanban  

Kanban  

Scrum  

•  Timeboxing  (Sprints  &   •  Delivery)   •  Scrum  &  Kanban  •  •  Cadence   •  Priori=zed  backlogs   Scrumban   •  Daily  standup  mee=ngs   Kanbum   •  •  Demo  aBer  each  itera=on   •  •  Inspect  &  Adapt  the  Process   • 

Make  the  Work  Visible   Limit  ‘Work  In  Process’  (WIP)   Manage  Flow  (blockages,   boUlenecks)   Stabilise  (Explicit  Policies)   Nurture  Feedback  Loops   Drive  Collabora=on  to  Improve  

Copyright  ©  2012  AgileInnova=on  

On  Scrum  &  Kanban   •  Scrum  focuses  on  being  agile   which  may  (and  should)  lead  to   improving.     •  Kanban  focuses  on  improving,   which  may  lead  to  being  agile.     -­‐  Karl  Scotland   Copyright  ©  2012  AgileInnova=on  

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Scrum  &  Kanban  Summary  -­‐  Differences   Itera=on  Based  (Scrum)  

Flow  Based  (Kanban)  

Focus  on  maximising  work  done  in  an   itera=on  

Focus  on  minimising  the  =me  to  get  a  piece   of  work  from  start  to  finish  

Velocity  the  default  metric  

Lead  Time  the  default  metric  

Burndown  chart  prescribed    

No  par=cular  type  of  diagram  is  prescribed   (CFD  common)  

WIP  limited  indirectly  (per  sprint)  

WIP  limited  directly  (per  workflow  state)  

Sprints  Immutable  

Capacity  Driven  Input  Cadence    

Scope  extends  to  work  of  the  Team  

Scope  extends  across  a  Value  Stream  

Board  Reset  between  Sprints  

Board  state  Persistent  

Design  for  any  type  of  Work  

Design  for  the  Work  Expected:  WIT,  CoS,  SLA  

Periodic  Retrospec=ves  

Stop  the  Line  –  Fix  as  it  Happens  

Copyright  ©  2012  AgileInnova=on  

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Some  QuesCons  to  ask  yourself…   Scrum  

Kanban  

Is  Demand  Predictable?  

Yes  -­‐  Short  Planning   Horizon  

No  –  Interrupt/Event  Driven  

Is  it  a  Team  Based  Work   Environment?  

Yes  –  Small  Cross-­‐   Func=onal  Teams  

No  –  Specialists,  Hand-­‐Offs,   X-­‐Departments  

What  is  the  Organisa=ons   Culture?  

Collabora=on/Cul=va=on  

What  is  the  Organisa=onal   Agile/Lean  Maturity?  

Low  –  We  need   ceremonies,  roles  &   cadences  

What  is  the  appe=te  for   change?   Fixed  price/scope  vs.  The   Most  Important  Stuff  ASAP   Can  the  Work  always  be   Right-­‐Sized  (sub-­‐sprint)?  

High  –  we  want/need  to   shake  things  up  

Control/Competence   High  –  We  Con=nuously   Refine  our  own  processes   Low  –  we  want  low-­‐risk,   gradual  change  

Es=ma=on  &  Commitment   Mandatory  

Earliest  delivery  of  Value  is   what’s  important  

Yes  –  and  Sprints   encourage  this  

Not  always  –  we  can   accommodate  big  features  

Copyright  ©  2012  AgileInnova=on  

What  it  feels  like…   •  Scrum   –  Teams  may  struggle  to  break  up  work,  with   transparency  &  joint  responsibility   –  Management  may  struggle  to  allow  self-­‐organisaCon   and  maintain  sprint  discipline  

•  Kanban   –  Teams  may  struggle  with  a  lack  of  prescribed   structure   –  Management  may  struggle  with  a  lack  of  commitment   and  milestones  

Copyright  ©  2012  AgileInnova=on  

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Scrum  

Coordinate  Work  –  Sprint   Drive  Change  –  Commitment  

VS.  

Scrum     Kanban     (e.g.  WIP  Limits,   Explicit     Policies)    

Kanban  

Coordinate  Work  –  Pull   Drive  Change  –  WIP  Limits  

Kanban     Scrum   (e.g.  Retros,  P  lanning  Poker,   User  S  tories)    

Kanban  (Product/Project  Management)   Scrum  

Scrum  

Scrum  

Kanban  (Program/Porxolio  Management)   Kanban   Scrum  

Scrum  

Kanban  

Kanban  

Kanban   Kanban  

Copyright  ©2012  AgileInnova=on  Limited  

Kanban  

Scrum:  “Nothing  gets  into  a  Sprint  that  can’t  get  out”  

Colm  O’hEocha   AgileInnova=on  Limited     www.agileinnova=on.eu   [email protected]=on.eu  

Q&A   Kanban:  “Stop  StarCng  and  Start  Finishing”   Copyright  ©2012  AgileInnova=on  Limited  

About  the  Presenter   Colm  O’hEocha,  

AgileInnova=on  Ltd.   [email protected]=on.eu      

Colm  is  an  IT  industry  veteran,  with  over  20  years  design  and   development   experience.   His   interest   in   Lean   Thinking   began   when   automa=ng   Just-­‐In-­‐Time   produc=on   lines   in   the   1980s.  Implemen=ng  early  agile  soBware  methods  in  2001,   Colm   has   extensive   hands-­‐on   experiences   across   teams,   organisa=ons   and   technologies.   In   varied   roles   of   developer,   architect   and   Director   of   R&D,   he   has   seen   Lean   and   Agile   from   a   variety   of   perspec=ves.   More   recently   Colm   has   partnered   with   LERO,   the   Irish   soBware   engineering   research   ins=tute,   inves=ga=ng   how   agile   and   lean   methods   influence  innova=on  in  soBware  development.     AgileInnova=on   offers   agile   training   advisory   and   coaching   services.   Pre   and   post   adop=on   assessments,   coaching   services  to  help  teams  get  the  most  from  agile,  developing  a   agile  business  case,  and  targeted  workshops  on  specific  agile   prac=ces.   Customers   include   Intel,   HMH,   Aegon,   Ericsson,   Omnipay,  SoBCo,  Openet  and  Accenture.  

 

Copyright  ©  2010  AgileInnova=on  

Some  Customers…  

Copyright  ©  2011  AgileInnova=on  

Agile  Assessments,  Training  and  Coaching   Training  Includes:   •  ExecuCve  Briefing  on  Agile  and  Lean  (½ day)   •  IntroducCon  to  Agile  Methods  (½ day) Seven •  Executive Briefing on Lean/Agile (½ day)   Assessment Dimensions •  Succeeding  with  Agile  (2  days)   Teamwork   •  ScrumMaster  Training  (2  days)   •  Product  Owner  Training  (1  day)   Requirements   Planning   •  Ge[ng  Lean  through  Kanban  (2  days)   Coaching  Includes:   Business   •  Structuring  and  facilitaCng   Values   •  Daily  StandUps   •  Sprint  Planning   Technical   Learning  &   Prac=ces   Innova=on   •  Sprint  Reviews   •  Developing  User  Stories   Organisa=on   •  EsCmaCon   &  Culture   •  Release  Planning   Consul=ng  Includes:   •  Project  and  OrganisaConal  Assessments   •  Developing  an  Agile  AdopCon  Strategy   •  Ge[ng  the  best  from  Agile  and  Waterfall   •  Agile  in  Complex  Contexts  (firmware,  B2B,  batch,  etc)  

Copyright  ©  2010  AgileInnova=on  

AgileInnova=on:  

Copyright  ©  2010  AgileInnova=on