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Agility, continuous improvement in practice 17 June 2010
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Continuous improvement in practiceAgile Mëtteg – June 17th, 2010
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OBJECTIVES & AGENDA
ObjectivesThis session will give you a quick overview of agile values and principles. It will then focus on a key aspect (continuous improvement) and provide you with practical examples and techniques to help your team learn and become more efficient.
AgendaIntroduction of Agile PartnerThe attendeesIntroduction to the values of Agile Software Development Overview of Scrum and Lean principles Continuous improvement and agile retrospectives Techniques and tips for conducting retrospectives Q&A
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
AGILE PARTNER SERVICES
IS users
Services
Software
Development
& Softwa
reMaintenance
ISSolutions
IS Services
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Custom Software Development & Maintenance
Our core business to answer customer needs
IS servicesThanks to our expertise we can support IT team to reach their productivity & quality objectives (Assessment, Coaching, Support, Training, Resource delegation…)
IS SolutionsTake benefit from commercial or Open Source platform to answer as quick as possible to specific needs
IS users servicesWe can support Product & Services owners to work closely with the IT team (Assessment, Coaching, Support, Training, Resource delegation…)
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
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LET’S GET ACQUAINTED
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PRESENTATION OF THE ATTENDEES
Who are you ?What is your role ?What do you know about agility ?What are your expectations ?
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AGILITY – IT’S A MINDSET
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THE THREE PILARS
TRANSPARENCY to share a vision and create visibility
ensures that aspects of the process that affect the outcome must be visible, agreed and shared to those managing the outcomes.
INSPECTION to react rapidlyThe various aspects of the process must be inspected frequently enough so that unacceptable variances in the process can be detected.
ADAPTATION to respond more accurately to the needs
An adjustment must be made as quickly as possible to minimize further deviation if one or more aspects of the process are outside acceptable limits, and that the resulting product will be unacceptable
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
Source: SCRUM GUIDE By Ken Schwaber, May, 2009
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THE 4 VALUES
Extract from Manifesto for Agile Software Development:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaborationover contract negotiation
Responding to change over following a plan
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
Source: http://www.agilemanifesto.org/
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LEAN SW DEV: 7 PRINCIPLES
1. Eliminate WasteFocus: Is the task useful to reach the objectives
2. Build Quality In Focus: Quality is a day to day attitude
3. Create Knowledge Focus: Learn from experiences to be more efficient after
4. Defer Commitment Focus: Take decision as soon as you have relevant information
5. Deliver Fast Focus: Reduce lead time to correct defect
6. Respect People Focus: Prefer to work as a Team instead of as a Group
7. Optimize The WholeFocus: Evaluate / Measure Value stream to optimize on right
levelSource: Poppendieck.LLC
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Agile Mëtteg - Continuous improvement in practice
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ADAPTATION vs. ANTICIPATION
Source: Succeeding with Agile: Software Development using Scrum, Mike Cohn , Addison-Wesley, 2009
June 17th, 2010
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OVERVIEW OF SCRUM AND KANBAN
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
Agile Mëtteg - Continuous improvement in practice
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SCRUM
Product Owner
Scrum Master
Team
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WHEN TO USE SCRUM
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Scrum performs here
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KANBAN – LEAN INITIATIVE
June 17th, 2010
Source: Kanban and Scrum making the most of both – Henri Kniberg & Mathias Skarin
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WHEN TO USE KANBAN
Optimize a organization in terms ofperformance of the organizationquantity of valuable work delivered cycle time to deliver work
Encourages discussion about improvements and action to take because it
provides transparency into the process and its flowexposes bottlenecks, queues, variability and waste
June 17th, 2010
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CONTINUOUS IMPROVEMENT AND AGILE RETROSPECTIVES
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
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CONTINUOUS IMPROVEMENT PROCESS
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
Incorporate the principle to take benefit of the lessons learned
Based on the principles of the Deming Cycle
Continuous improvement is not only related to agility.
Examples of techniques used in continuous improvement to analyze problems encountered during a project :
The « five WHY »« Project post mortem » review« Fishbone » diagram
Who has already used one of these techniques ?
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Agile specificity with Scrum :
Feedback is asked regularly, all along the project, and the benefits are for the project
itself
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SCRUM feedback loops address two aspects of agile projects :
To adapt the product to its environment all along the projectTo adapt the development process all along the project
Agile retrospectives only focus on the development process
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TECHNIQUES AND TIPS FOR CONDUCTING RETROSPECTIVES
June 17th, 2010 Agile Mëtteg - Continuous improvement in practice
The “best” structure of an agile retrospective
The « best » structure for an agile retrospective is :
1.Set the stage2.Gather data3.Generate insights4.Decide what to do5.Close the retrospective
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Source: Agile retrospectives by Esther Derby and Diana Larsen
Benefits
Benefits for the team
• Using this structure will help the team do :• Understand different points of view• Follow a natural order of thinking• Take a comprehensive view of the team’s
current methods and practices• Allow the discussion to go where it needs to
go, rather than predetermining the outcome• Leave the retrospective with concrete actions
and experiments for the next iteration
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Agile Mëtteg - Continuous improvement in practice
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CASE STUDY
Let’s make the retrospective of this seminar !
June 17th, 2010
1. Set the stage
1. Set the stage
• Goals of the session
• Agenda of the session
• Activity to set the stage and prepare all the attendees to be in a participative mode
• e.g. : « Check-In », asking a question everybody can answer. « I pass » is allowed.
• « In one or two words, what do you think about this seminar ? »
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2. Gather data
2. Gather data
• Make a picture of the iteration
• Start with events, metrics and features completed
• Activity :• e.g. : « Mad Sad Glad » to gather data
about feelings and discover the sources of satisfying and unsatisfying times.
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3. Generate insights
3. Generate insights
• Analyze what contributed to success
• Investigate breakdowns and deficiencies
• Find solutions and additional possibilities• Analyze pros and cons of each possibility• Make a list of potential improvements
• Activity :• e.g. : « Brainstorming with Talking Token »+ « Voting with Dots »
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4. Decide what to do
4. Decide what to do
• Pick one or two experiments for the next iteration
• Transform ideas into priorities and action plans
• Create new items in the backlog to be sure that they will be taken into account
• Activity : • e.g. : « SMART Goals »
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4. Decide what to do
« SMART Goals » :
Specific Measurable Attainable Relevant
Timely
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5. Close the retrospective
5. Close the retrospective
• Ask what they have learned from the retrospective
• Make a retrospective of the retrospective
• Inspect and adapt also applies to retrospectives
• Activity :• e.g. : « ROTI or Return on Time Invested »
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CONCLUSION
June 17th, 2010
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Learn to learn
June 17th, 2010
Based on the Deming wheel (or cycle)
Leveraging learning and consolidate the gains
The objective to reach is the creation of added value
The wheel evolves continuously towards the target
The spacers are used to consolidate gains and prevent the wheel to come back down
1
2DP
ACObjectiv
e = Creatio
n of value 1
2
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AN UNIVERSAL APPROACH
June 17th, 2010
• Evaluation of results (retrospectives, …)
• Communication on experiences within the organization
• Define actions for continuous improvement
• Get ready (training, coaching,…)
• Pilot phase,…
• Evaluation of maturity
• Actions plan adapted to the context
Plan
DOChec
k
Act
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NEXT TRAININGS & CERTIFICATIONS
Certifications Duration Date Status
Certified Scrum Master 2 days 20 April Done
Certified Scrum Product Owner
2 days 16 November
Planned
June 17th, 2010
Courses Duration
July August
Sept.
Agile methods 1 day 12 16 13
Scrum 2 days 13 17 14
Scrum Advanced 1 day 15 19 16
Scrum Product Owner
2 days 01 - -
Software factory 3 days - 23 -
eXtreme Programming
2 days 8 - 20
Complete calendar on: http://www.agilepartner.net/training/training_calendar.html
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RESOURCES
Agile Partner: www.agilepartner.net
Agile Interest Group Luxembourg: www.aiglu.org
Agile Alliance: www.agilealliance.org Scrum alliance: www.scrumalliance.org Scrum.org
June 17th, 2010
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CONTACTS
Thank You
June 17th, 2010
Guy FABIEN Sylvain CHERY
Senior Consultant [email protected] [email protected]
+352 621 256 436 +352 691 555 221
Yann GENSOLLEN
+352 691 555 085