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Agile?Lars Irenius @ Postnord, 2012-11-27
Vi bidrar till framgång genom att i nära samarbete med våra kunder kombinera
det stora företagets styrka med det lilla företagets själ och
den enskilde konsultens engagemang.
170050204
www.knowit.se
Agenda
•What is agile?
•Why agile?
•Manage agile
•Buying agile
•Failing with agile?
What is Agile?
ジャストインタイム自働化
Just in Time(JIT)
JidokaAutonomation
Visualisering av problem
1. Upptäck avvikelse (fel)2. Stanna3. Rätta felet.4. Hitta orsaken och korrigera processen
Gör• Det som behövs• När det behövs• I den mängd som behövs
CustomerPull
Fokusera på kundvärde!Gör inte onödiga saker.
Lös problem!Kontinuerlig förbättring!
Se helheten – visualisera!
Anpassa till förändring!
Agilt
Optimera flöde!
Lean
Principles behind the Agile manifesto
Agile Requirements, NFI 15/6 2012
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development.
Business people and developers must work together daily throughout the project.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
The best architectures, requirements, and designs emerge from self-organizing teams.
Continuous Delivery, Fast TTM
Agile Requirements, NFI 15/6 2012
Source: www.informit.com
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Besluta så sent som möjligt
Welcome changing requirements, even late in development.
Multifunktionella, självorganiserande och bemyndigade team.
The best architectures, requirements, and designs emerge from self-organizing teams.
Source: Jurgen Appelo
Best Teacher can transfer 30% of his knowledgeAllen Ward
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Source: Jurgen Appelo
TT-shaped teams and staff
http://www.versionone.com/state_of_agile_development_survey/11/
Benefits optained adopting agile
http://www.versionone.com/state_of_agile_development_survey/11/
SCRUM Board
Source: Henrik Kniberg
Product and Sprint Backlog
Kanban
Source: Henrik Kniberg
Source: Wikipedia
Why Agile?
Agile Software RequirementsDean Leffingwell
implement
What?
When? $?
Future goal state
DP 1 DP 2 DP 3
*PM Network Magazine, November 2009
RequirementsAnalysis & Design
Solution development
Test & Launch
Future goal state
Design, Implement, Test, Evaluate, Learn and Adapt in increments
Future goal state
Future goal state
http://www.versionone.com/state_of_agile_development_survey/11/
Benefits optained by adopting agile
Steering Agile?
Roles, artefacts and activities
Kanban and Scrum – making the most of both.Henrik Kniberg & Mattias Skarin 2010
Team
Produkt
Program
Styrning av produktportfölj
Agile Requirements, NFI 15/6 2012
Traditionell kravställning säger åt utvecklaren vad
han/hon ska göra.
Agil styrning ska ge teamet förutsättningar att själva finna
en bra lösning.
Source: Jurgen Appelo
Backlog is not enough, you must get the big picture!
Agile Requirements, NFI 15/6 2012
Source: www.agileproductdesign.com
Team
Produkt/Programledning
Affärsledning
Roadmap/Funktioner/ReglerVad ska göras?
”Themes/Epics”Vart är vi på väg
Stories, TasksHur ska det göras?
Transparent steering
Agile Requirements, NFI 15/6 2012
The team must know the world to adapt to.
Agile Requirements, NFI 15/6 2012Source: www.agileproductdesign.com
Streamline and Scaling AgileTwo models foragile steering
Scaled Agile Framework™ Big Picture
Release preparation & verification
R n.1
MergeCorrections
TG0 TG5
PD2Release content decided
Which features to include in a release, both developed, under development and not yet started.
21 272019181716 ... 12 .... 1511
GODecision
Verified “up and running” system version:
Feature implementationdecision
D
DDD
D D
DD
DD
DD
R n.1
R n.2
Development “Go” per D
Decoupling of release projects
Des
ign
Rel
ease
Integration & Automated Regression Test (with load)
Streamlined Development
Managing Agile
A Pig is someone who has skin in the game. Pig roles are considered core team members. Performers. People who “do” work.Get it?A Chicken is someone who has something to gain by the Pigs performing, but in the end, really do not contribute day to day to “getting things done”.
The English verb “to manage” was originally derived from the Italian
maneggiare, meaning to handle and train horses. This original meaning
merged with the French term menage, or household.
Source: Jurgen Appelo
Management 3.0, Jurgen Appelo
Source: Jurgen Appelo
Source: Jurgen Appelo
Source: Jurgen Appelo
Agile transformation
•Set a goal for the change – what do you want to achieve.
•Define the system to change!
•Define a core team.
•Launch a training program for key staff.
• Introduce system for continuous improvements.
Improve
DoEvaluate
Assess Plan
Select and FocusMax 2 areas
Implement! Often via a
project´s WoW
Baseline
New baseline
Identify size & typeof problems
Identify strong &weak areas
Constant improvement
Improve
DoEvaluate
Assess PlanMove to higher maturity level
Improve
DoEvaluate
Assess Plan
Buying Agile ?
Big projects – Small projectsMany projects – Few projectsProjects – Continuous delivery
Trafikleverans
Operatör
Trafikföretag
Organisationer i samarbete och takt för tjänstekvalitet
• Resenären – Gemensam kund
• Kundfokus måste genomsyra relationen med operatören
Part of the system or not?
Customer
Vendor 1
Vendor 2
Vendor 3
When part of the system
•Shared long-term goal
•Dedicated team for customer.
•Aligned processes customer – vendor (e.g. QA, release)
•Agile process as if in-house
•Contractual model: T&M
Source: Jurgen Appelo
When not part of the system
Fackmannamässigt fel
Samverkansfel
Tidsbox TidsboxReserv
tidsbox
Flyttat arbete Flyttat arbete Flyttat arbete
Rest
Reducering av timarvode
Rättning utan arvode.Påtalas inom 6 månader
Ursprungligt Uppdrag Ändrat Uppdrag
Avtalsparametrar: Kompetenta resurser Antal resurser och timmar
fördelat på Tidsboxar Timpris samt eventuell Risk-
och Vinstdelning Antal Reservtidsboxar
Agila projekt – IT företagens standardavtal
Source: Henrik Gavelli
Fixed PriceShared Risk
Time & Material
Contractual models for agile steering (outside of the system)• Fixed cost – prioritized functions•The customer prioritize functions together with vendor from a product backlog list. Delivery in time with prioritized functions.
•Fixed functions – T&M• The customer prioritize functions together with vendor
from a product backlog list. Preliminar delivery schedule agreed with sprint deliveries
•Fixed cost, time and functions• No “agile steering” possible, but vendor may work agile
and make sprint deliveries.
Agile vendor not part of the system•Contract can be fixed functions or fixed time/cost.
•Functions to be planned in sprints + one or two “hardening” sprints (based on degree of uncertainty)
•Fixed time allows for greater flexibility.
•Burndown to be visible for customer
•Sprintbased delivery
•Retrospects
Kundeffekt
Leverans
Upphandling&
Etablering
IDAG IMORGON
Mät mot kundeffekt
Styr leveransen4. Korrigera snabbt3. Förutse leveranseffekter2. Analysera mönster1. Fånga signaler
Lägg grunden
Fokus på avtal eller leverans ?
Mät mot avtal
Fixed Price or T&M
Passive Active
Fixed Scope
Open Scope
FPFPor
T&M
T&M
Failing with Agile
http://www.versionone.com/state_of_agile_development_survey/11/
Leading causes of failed agile projects
Stefan Berg, Com Hem i Computer Sweden, 110923