Agile+Lean, Alum Meet Apr23 2016 - Short Version
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Semelhante a Agile+Lean, Alum Meet Apr23 2016 - Short Version
Semelhante a Agile+Lean, Alum Meet Apr23 2016 - Short Version (20)
Agile+Lean, Alum Meet Apr23 2016 - Short Version
- 1. www.synerzip.com Agile + Lean April 23 2016 Discussion with McK Alums A Better Way to Build Software
- 2. www.synerzip.com Disclaimer • Just my perspective • For the most part, nothing here is my original IP • Nothing ground breaking, many of you probably already know all this • (Shamelessly) leveraging visuals from others, but given due credit where due Confidential
- 3. www.synerzip.com The Problem Confidential Source of data: Standish Group, CHAOS Manifesto 2011 http://aimconsulting.com/overcoming-agile-failure-six-ways-beat-odds/ • Users/Customers • Engineers/Team • Executives/Investors
- 4. www.synerzip.com Root Cause Evolving/Changing Business Requirements • Multiple, inconsistent inputs • Change is usually good though Inherent R&D Nature of Software Development • Software performance issues • Changing/New technologies Technology Environment with Many Moving Parts • Dependence on external technology components –HW/SW • Constantly changing environment Distributed Teams Needing to Collaborate • Team communications • Need for complementary skills Confidential • Unlike other engineering disciplines (e.g. manuf, bldg const), building software is harder and more complex • If not managed properly, a lot can go wrong! • Needs to be properly managed – with appropriate level of process discipline • Agile approach works very well in most cases Building Software is Complex
- 5. www.synerzip.com Deeper Look – Stacey Matrix Confidential Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
- 6. www.synerzip.com What is Agile? Agile approach accounts for unique nature of software development. It is a… •software project management approach that encourages delivering in short cycles, with frequent inspection, feedback, and adaptation •leadership philosophy that encourages team-work, self organization, and accountability at team level •disciplined engineering approach to software development that results in rapid delivery of high quality software •business approach that focuses on delivery real business value (=customer needs) above all. Various flavors are practiced – SCRUM, XP, Kanban etc. Confidential
- 7. www.synerzip.com Agile Manifesto - 2001 “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.” 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 Confidential
- 8. www.synerzip.com Waterfall Approach Confidential • 6+ month • Too linear, with no learning/feedback cycle • Expects all requirements upfront • No value based prioritization of features • Often results in over engineering • Often testing/quality compromised
- 9. www.synerzip.com Agile Approach Confidential • First working software in 4 weeks or less • Emphasis on learning/feedback • Embraces changing/evolving requirements • Consistent focus on high-value features • “Just-enough” engineering, with emphasis on frequent refactoring • Focus on repeated testing/quality
- 10. www.synerzip.com Useful Visual Confidential Source: Erik Jongezoon’s update on LinkedIn
- 11. www.synerzip.com Incrementing vs. Iterating Confidential Incrementing Mona Lisa (Source: Jeff Patton) Iterating Mona Lisa (Source: Jeff Patton) http://itsadeliverything.com/revisiting-the-iterative-incremental-mona-lisa
- 12. www.synerzip.com The Problem w/ Agile –“What” 1. Assumes that the right software requirements are available to engineering team at the beginning of every sprint 2. Unreasonably, relies upon a single “Product Manager” 1. He/she magically knows what to build? 2. Single throat to choke! 3. In reality, often, even the users/customers don’t know what they really need, until they see it Confidential
- 14. www.synerzip.com Solution: The Lean Startup (2011) Confidential
- 18. www.synerzip.com Accelerated Learning Confidential Accelerated learning cycles to reduce unknowns
- 19. www.synerzip.com Advice on Building MVP Confidential
- 20. www.synerzip.com Parallel w/ McKinsey Work • 2-weekly progress reviews w/ clients • Starting with a story board • Hypothesis driven data collection • Data driven conclusions, hard nosed, empirical Confidential
- 21. www.synerzip.com Key Points for Executives • Software projects need to be managed differently – Leverage Agile + Lean Startup concepts – Short build cycles with customer/use feedback loop • Most often, figuring out “What” to build is more important, than actually building it • Planning is valuable, but dogmatically sticking to a (old) plan is asinine – New information will inevitably surface – So, regularly re-plan, taking new info into account • Avoid the myth of maximizing resource utilization - don’t build feature bloat – Usable feature is an asset, but software code is a liability • Software is never done! So, plan for on-going investment, not just one-time Confidential