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Using Agile Methodology to
Deliver Projects that Transform
Customers from Doubters into
          Raving Fans

                  Michael Harris
  VP of Information Technology, Ecommerce Inc.
Goals
• Demonstrate How Agile Can Help to
  Transform Customer Perception
• Share Insight Into The Ecommerce Agile
  Approach
• Provide You With a Set of Practices That
  Can Be Deployed on Your Own Agile Teams
Who is the Customer?
From Dictionary.com
  1. a
     person who purchases goods or services from
  another;buyer; patron.
  2.Informal . a person one has to deal with: a tough
  customer;a cool customer.
For the purpose of this talk a customer can be any
internal or external project sponsor or decision maker.
What Do Customers Expect?
• To Get What They Asked or Paid For
• To Have Predictable Costs
• To Get Timely Results
• To Be Kept in the Loop (i.e. No Surprises)
• To Focus On The Business While We Deliver
 the Technology
What Do Customers Often Get?
 • Experience Tells Them...
     IT Project = Confusion + Frustration (#FAIL)

 • From Their Perspective We...
     - Have a Poor Project Delivery Track Record
     - Fail to Hold Our Commitments
     - Have Fluid, Out of Control Costs
     - Misinterpret/Misunderstand What They
        Want
Why Do We Need Change?
• Because We Do In Fact Have a
    Poor Project Delivery Track Record
• As an Industry IT Misses
    Approximately 7 Out of 10 Times
    (Cost, Features, Time)
      - Standish Group - Chaos Summary 2009
      - University of Missouri, St. Louis (December 2003)
•   This is Performance Only a Baseball
    Player Could Appreciate
How Do We Improve Our Batting
  Average and Get More Fans?
  • Hold Our Commitments
  • Build Confidence Through
    Transparency & Shared
    Success
  • Actively Engage the
    Customer
  • Communicate & Adjust
Agile Can Help!
So What is Agile?
•   Agile Provides a Set of Practices and Processes
    Based on Iterative and Incremental
    Development With a Focus on Collaboration
    and Feedback
•   Agile Manifesto (http://agilemanifesto.org/)
    -   Individuals and interactions over processes and tools

    -   Working software over comprehensive documentation

    -   Customer collaboration over contract negotiation

    -   Responding to change over following a plan
Agile Won’t Prevent Baldness!
Agile Won’t Help You Lose Weight!
Agile Won’t Predict The Market!
But Agile Will...

• Enable Us To (Grow Fans):
   1. Hold Our Commitments
   2. Build Confidence
   3. Engage The Customer
   4. Communicate and Adjust
How Does Agile Helps Us To
 Hold Our Commitments?
•   We Break Down Work Into
    Manageable Chunks Called Stories

•   We Employ “Manage a Day” Theory

•   We Plan for Change and Change
    the Plan

•   We Use Fact Based, Collaborative
    Planning
How Does Agile Help Us To
   Build Confidence?
•   Demonstrate Working
    Code Early and Often

•   Do the Most Valuable and/
    or Hardest Things First

•   Maintain a “Change” Buffer
    in the Plan

•   When We Don’t Know...
    We Prototype
How Does Agile Helps Us To
  Engage The Customer?
•   Customers Actively Participate
    in Story Building

•   Customers Define Success &
    Failure Criteria

•   Customers Help to Plan
    Iterations

•   Customers Provide Feedback
    on Working Code
How Does Agile Helps Us To
 Communicate and Adjust?
•   Agile is All About
    Communication and Feedback

•   Continuous Improvement is
    Built Into the Process via
    Retrospectives

•   “Do More of What Works
    and Less of What Doesn’t”

•   We Clearly Define Done
Next Lets Examine Our Approach to
Solving this Challenge at Ecommerce
How We Practice Agile
• We Will Cover
 - Planning
 - Managing
 - Delivery
 - Team Makeup
Agile Planning
• Key Practices
 - Story Building (Requirements
     Gathering)
 -   Planning Poker (Estimation)
 -   Iteration Planning (Slotting and
     Prioritization)
Agile Story Building
Anatomy of a Story
As a <actor/role> I want to <action> so
that <reason>.

Acceptance Criteria      Failure Conditions

•   What does success   • What exceptions do
    look like?           we handle and how?
Example Story
As a presenter, I want to determine the
background of the audience so I can cater
the presentation to their needs.

  Success                                  Failure Conditions

• The majority of the audience self    •   If no one raises their hands make
   identifies as (customer or IT) and       sure you are in the right room!
   as (agile novice or agile expert)   •   If less than the majority raise their
                                           hand then keep trying until you
                                           get a majority
Another Example
As a presenter, I want to teach the audience
how to use agile to win over customers so
that they can be more successful with their
future projects.
    Success                                       Failure Conditions
•   Members of the audience learn about         • If the audience is bored tell a joke
    important aspects of agile
                                                • If the audience glassy eyed then re-
•   Members of the audience leverage agile on      query background information
    their future projects
                                                • If the audience fails to applaud at the
•   The audience applauds at the end of the        end apologize and hand out candy
    presentation
Planning Poker
• We Estimate Each    Story Point Scale
  Story Using Story     -   0 is <= 2 hours
  Points                -   1 is <= 8 hours
                        -
• Members Use
                            2 is <= 16 hours
                        -   3 is <= 40 hours
  Playing Cards To      -   5 is > 40 hours
  Cast Their Vote
• Capture Tasks       * Stories scored a 5 need to be
                      broken down
Iteration Planning
                                         Backlog
•   An Iteration Contains
    2 Weeks Worth of                     3 3    00              Stories
    Stories Minus a 20%                  3 1    1
    Change Buffer (Plan                                   Change
    for Change)



                            Prioritize
                                                          Buffer

•   Collaborative Effort
    Between Development
    and the Customer
                                                     Velocity

•   We Package 2-3
                                         Iteration
    Iterations in Advance
Agile Planning Toolbox
•   Tools We Use

    -   Pivotal Tracker for managing
        backlog, iteration planning and work
        tracking. www.pivotaltracker.com
    -   www.planningpoker.com for story
        estimation.
    -   Redmine for project documentation
        www.redmine.org.
Agile Management

• Key Practices
 - Daily Stand Ups
 - Iteration Retrospectives
 - Workload Management
 - Demonstrations
Daily Stand Ups
•   Must Be Prepared To Answer The
    Following:
    -   Yesterday I Committed To And
        Completed... (verify)
    -   Today I Commit To Completing...
        (commit)
    -   My Roadblocks Are... (escalate)
•   And Yes We Stand The Entire Time :)
Retrospectives            Not
                                   Honest!
•   Requires “Brutal Honesty”
•   Answers Two Simple Questions
    -   What Worked
    -   What Did Not Work
•   Turn the WDNW’s Into Stories
    or Chores and Incorporate
    Into Future Iterations
Workload Management
Demonstrations
• Gives Customer a Chance to
  Interact With Working Code
• Demos Verify Customer
  Acceptance of Stories
• Demos Should Be Engaging
• Capture Failures as Bug
  Stories
Agile Delivery

• Key Practices
 - Clear Definition Of Done
 - Automated Testing Is Critical To Success
 - Continuous Integration
 - Agile Coaching
Definition Of Done

• Working, Demonstratable Code
• All Tests Pass
 - Tests Prove Acceptance Criteria &
    Failure Handling
• Story Accepted By Customer
Automated Testing
•   Test First, Test After... Just Test!
•   Tests are as Much for the
    Developer as the Customer
•   Regression Testing Prevents
    Indirect Feature Breakage
•   Integration Testing Ensures
    That Units Function
    Correctly Together
Continuous Integration
• Instant Feedback For Build & Test
  Validity Upon Code Check In
• Broken Build = Fire Alarm
• Provides Metrics for Code
  Coverage
• We Use Hudson (hudson-ci.org)
  But There Are Many Good Ones
  Available
Agile Coaching
• Continuous Coaching is Critical
  for New Agile Teams
• Developers Pair as Needed
• Peer Code Reviews Required
   -   Ensures Consistency

   -   Spreads Knowledge

• Team is Self Organizing
Building an Agile Team
•   A Typical Project Will Have
    -   1 Project Manager
    -   1 Business Analyst
    -   3-6 Developers
    -   1-2 Designers/Web Developers
    -   1-2 QA
•   We Use a 1-3-1 Ratio for Designers
    to Developers to QA
Our Agile Team
•   Customer/Sponsor/   • Communicate Project Goals/
                          Background
    SME’s
                        • Write Stories
•   Business Analyst
                        • Write Success/Failure
•   PM/Dev Manager        Criteria
                        • Provide Reference
    (Scrum Master)
                          Information
•   Designers/UX        • Help Plan/Prioritize Iterations
•   Developers          • Provide Feedback in Demos
                        • Participate in Daily Stand Up
•   QA                    (Optional)
Our Agile Team
•   Customer/Sponsor/   • Facilitate Story Building
    SME’s               • Challenge Customer to Dig
•   Business Analyst
                          Deeper & Work Through
                          Scenarios

•   PM/Dev Manager      • Story Clarification
    (Scrum Master)      • Participate in Planning Poker
                        • Liaison Between IT & Customer
•   Designers/UX
                        • Demo Presenter
•   Developers          • Participate in Daily Standup
•   QA                  • Participate in Retrospectives
Our Agile Team
•   Customer/Sponsor/   • Lead Iteration Planning
    SME’s
                        • Lead Planning Poker
•   Business Analyst
                        • Lead Daily Stand Up
•   PM/Dev Manager      • Lead Retrospectives
    (Scrum Master)
                        • Assign Work
•   Designers/UX        • Eliminate Roadblocks
•   Developers          • Review Code
•   QA                  • Lead Release Planning
Our Agile Team
•   Customer/Sponsor/   • Create Wireframes
    SME’s
                        • Create Screen Mocks
•   Business Analyst    • Define Interaction
                          Characteristics
•   PM/Dev Manager
                        • Define Application Graphic
    (Scrum Master)        Standards

•   Designers/UX        • Demo Designs
•   Developers          • Participate in Daily Stand Up
•   QA                  • Participate in Retrospectives
Our Agile Team
•   Customer/Sponsor/   • Break Stories into Tasks
    SME’s               • Deliver Stories (Code & Unit
•   Business Analyst
                          Test)

                        • Pair & Mentor
•   PM/Dev Manager      • Participate in Planning Poker
    (Scrum Master)
                        • Participate in Demos
•   Designers/UX        • Manage Continuous
                          Integration Server
•   Developers
                        • Participate in Daily Stand Up
•   QA                  • Participate in Retrospectives
Our Agile Team
•   Customer/Sponsor/   • Participate in Story Building
    SME’s               • Develop Integration Test
•   Business Analyst
                          Plans

                        • Execute Integration Tests
•   PM/Dev Manager      • Record/Prioritize Defects
    (Scrum Master)
                        • Certify Release for
•   Designers/UX          Production

                        • Participate in Demos
•   Developers
                        • Participate in Daily Stand Up
•   QA                  • Participate in Retrospectives
In Summary
• To Win Fans
 - Do What We Say and Say What We Do
 - Customers Want To Be Heard
 - Demonstrate Consistency and
    Transparency Using Agile
• Like Anything Else, Agile Takes Practice
  and Coaching But Everyone Can Do IT
Questions
Thank You
My Contact Info

     @mikeharris22
     mharris22
     michael.harris@ecommerce.com

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Using Agile Methodology to Deliver Projects That Transform Customers from Doubters into Raving Fans

  • 1. Using Agile Methodology to Deliver Projects that Transform Customers from Doubters into Raving Fans Michael Harris VP of Information Technology, Ecommerce Inc.
  • 2. Goals • Demonstrate How Agile Can Help to Transform Customer Perception • Share Insight Into The Ecommerce Agile Approach • Provide You With a Set of Practices That Can Be Deployed on Your Own Agile Teams
  • 3. Who is the Customer? From Dictionary.com 1. a person who purchases goods or services from another;buyer; patron. 2.Informal . a person one has to deal with: a tough customer;a cool customer. For the purpose of this talk a customer can be any internal or external project sponsor or decision maker.
  • 4. What Do Customers Expect? • To Get What They Asked or Paid For • To Have Predictable Costs • To Get Timely Results • To Be Kept in the Loop (i.e. No Surprises) • To Focus On The Business While We Deliver the Technology
  • 5. What Do Customers Often Get? • Experience Tells Them... IT Project = Confusion + Frustration (#FAIL) • From Their Perspective We... - Have a Poor Project Delivery Track Record - Fail to Hold Our Commitments - Have Fluid, Out of Control Costs - Misinterpret/Misunderstand What They Want
  • 6. Why Do We Need Change? • Because We Do In Fact Have a Poor Project Delivery Track Record • As an Industry IT Misses Approximately 7 Out of 10 Times (Cost, Features, Time) - Standish Group - Chaos Summary 2009 - University of Missouri, St. Louis (December 2003) • This is Performance Only a Baseball Player Could Appreciate
  • 7. How Do We Improve Our Batting Average and Get More Fans? • Hold Our Commitments • Build Confidence Through Transparency & Shared Success • Actively Engage the Customer • Communicate & Adjust
  • 9. So What is Agile? • Agile Provides a Set of Practices and Processes Based on Iterative and Incremental Development With a Focus on Collaboration and Feedback • Agile Manifesto (http://agilemanifesto.org/) - Individuals and interactions over processes and tools - Working software over comprehensive documentation - Customer collaboration over contract negotiation - Responding to change over following a plan
  • 11. Agile Won’t Help You Lose Weight!
  • 12. Agile Won’t Predict The Market!
  • 13. But Agile Will... • Enable Us To (Grow Fans): 1. Hold Our Commitments 2. Build Confidence 3. Engage The Customer 4. Communicate and Adjust
  • 14. How Does Agile Helps Us To Hold Our Commitments? • We Break Down Work Into Manageable Chunks Called Stories • We Employ “Manage a Day” Theory • We Plan for Change and Change the Plan • We Use Fact Based, Collaborative Planning
  • 15. How Does Agile Help Us To Build Confidence? • Demonstrate Working Code Early and Often • Do the Most Valuable and/ or Hardest Things First • Maintain a “Change” Buffer in the Plan • When We Don’t Know... We Prototype
  • 16. How Does Agile Helps Us To Engage The Customer? • Customers Actively Participate in Story Building • Customers Define Success & Failure Criteria • Customers Help to Plan Iterations • Customers Provide Feedback on Working Code
  • 17. How Does Agile Helps Us To Communicate and Adjust? • Agile is All About Communication and Feedback • Continuous Improvement is Built Into the Process via Retrospectives • “Do More of What Works and Less of What Doesn’t” • We Clearly Define Done
  • 18. Next Lets Examine Our Approach to Solving this Challenge at Ecommerce
  • 19. How We Practice Agile • We Will Cover - Planning - Managing - Delivery - Team Makeup
  • 20. Agile Planning • Key Practices - Story Building (Requirements Gathering) - Planning Poker (Estimation) - Iteration Planning (Slotting and Prioritization)
  • 21. Agile Story Building Anatomy of a Story As a <actor/role> I want to <action> so that <reason>. Acceptance Criteria Failure Conditions • What does success • What exceptions do look like? we handle and how?
  • 22. Example Story As a presenter, I want to determine the background of the audience so I can cater the presentation to their needs. Success Failure Conditions • The majority of the audience self • If no one raises their hands make identifies as (customer or IT) and sure you are in the right room! as (agile novice or agile expert) • If less than the majority raise their hand then keep trying until you get a majority
  • 23. Another Example As a presenter, I want to teach the audience how to use agile to win over customers so that they can be more successful with their future projects. Success Failure Conditions • Members of the audience learn about • If the audience is bored tell a joke important aspects of agile • If the audience glassy eyed then re- • Members of the audience leverage agile on query background information their future projects • If the audience fails to applaud at the • The audience applauds at the end of the end apologize and hand out candy presentation
  • 24. Planning Poker • We Estimate Each Story Point Scale Story Using Story - 0 is <= 2 hours Points - 1 is <= 8 hours - • Members Use 2 is <= 16 hours - 3 is <= 40 hours Playing Cards To - 5 is > 40 hours Cast Their Vote • Capture Tasks * Stories scored a 5 need to be broken down
  • 25. Iteration Planning Backlog • An Iteration Contains 2 Weeks Worth of 3 3 00 Stories Stories Minus a 20% 3 1 1 Change Buffer (Plan Change for Change) Prioritize Buffer • Collaborative Effort Between Development and the Customer Velocity • We Package 2-3 Iteration Iterations in Advance
  • 26. Agile Planning Toolbox • Tools We Use - Pivotal Tracker for managing backlog, iteration planning and work tracking. www.pivotaltracker.com - www.planningpoker.com for story estimation. - Redmine for project documentation www.redmine.org.
  • 27. Agile Management • Key Practices - Daily Stand Ups - Iteration Retrospectives - Workload Management - Demonstrations
  • 28. Daily Stand Ups • Must Be Prepared To Answer The Following: - Yesterday I Committed To And Completed... (verify) - Today I Commit To Completing... (commit) - My Roadblocks Are... (escalate) • And Yes We Stand The Entire Time :)
  • 29. Retrospectives Not Honest! • Requires “Brutal Honesty” • Answers Two Simple Questions - What Worked - What Did Not Work • Turn the WDNW’s Into Stories or Chores and Incorporate Into Future Iterations
  • 31. Demonstrations • Gives Customer a Chance to Interact With Working Code • Demos Verify Customer Acceptance of Stories • Demos Should Be Engaging • Capture Failures as Bug Stories
  • 32. Agile Delivery • Key Practices - Clear Definition Of Done - Automated Testing Is Critical To Success - Continuous Integration - Agile Coaching
  • 33. Definition Of Done • Working, Demonstratable Code • All Tests Pass - Tests Prove Acceptance Criteria & Failure Handling • Story Accepted By Customer
  • 34. Automated Testing • Test First, Test After... Just Test! • Tests are as Much for the Developer as the Customer • Regression Testing Prevents Indirect Feature Breakage • Integration Testing Ensures That Units Function Correctly Together
  • 35. Continuous Integration • Instant Feedback For Build & Test Validity Upon Code Check In • Broken Build = Fire Alarm • Provides Metrics for Code Coverage • We Use Hudson (hudson-ci.org) But There Are Many Good Ones Available
  • 36. Agile Coaching • Continuous Coaching is Critical for New Agile Teams • Developers Pair as Needed • Peer Code Reviews Required - Ensures Consistency - Spreads Knowledge • Team is Self Organizing
  • 37. Building an Agile Team • A Typical Project Will Have - 1 Project Manager - 1 Business Analyst - 3-6 Developers - 1-2 Designers/Web Developers - 1-2 QA • We Use a 1-3-1 Ratio for Designers to Developers to QA
  • 38. Our Agile Team • Customer/Sponsor/ • Communicate Project Goals/ Background SME’s • Write Stories • Business Analyst • Write Success/Failure • PM/Dev Manager Criteria • Provide Reference (Scrum Master) Information • Designers/UX • Help Plan/Prioritize Iterations • Developers • Provide Feedback in Demos • Participate in Daily Stand Up • QA (Optional)
  • 39. Our Agile Team • Customer/Sponsor/ • Facilitate Story Building SME’s • Challenge Customer to Dig • Business Analyst Deeper & Work Through Scenarios • PM/Dev Manager • Story Clarification (Scrum Master) • Participate in Planning Poker • Liaison Between IT & Customer • Designers/UX • Demo Presenter • Developers • Participate in Daily Standup • QA • Participate in Retrospectives
  • 40. Our Agile Team • Customer/Sponsor/ • Lead Iteration Planning SME’s • Lead Planning Poker • Business Analyst • Lead Daily Stand Up • PM/Dev Manager • Lead Retrospectives (Scrum Master) • Assign Work • Designers/UX • Eliminate Roadblocks • Developers • Review Code • QA • Lead Release Planning
  • 41. Our Agile Team • Customer/Sponsor/ • Create Wireframes SME’s • Create Screen Mocks • Business Analyst • Define Interaction Characteristics • PM/Dev Manager • Define Application Graphic (Scrum Master) Standards • Designers/UX • Demo Designs • Developers • Participate in Daily Stand Up • QA • Participate in Retrospectives
  • 42. Our Agile Team • Customer/Sponsor/ • Break Stories into Tasks SME’s • Deliver Stories (Code & Unit • Business Analyst Test) • Pair & Mentor • PM/Dev Manager • Participate in Planning Poker (Scrum Master) • Participate in Demos • Designers/UX • Manage Continuous Integration Server • Developers • Participate in Daily Stand Up • QA • Participate in Retrospectives
  • 43. Our Agile Team • Customer/Sponsor/ • Participate in Story Building SME’s • Develop Integration Test • Business Analyst Plans • Execute Integration Tests • PM/Dev Manager • Record/Prioritize Defects (Scrum Master) • Certify Release for • Designers/UX Production • Participate in Demos • Developers • Participate in Daily Stand Up • QA • Participate in Retrospectives
  • 44. In Summary • To Win Fans - Do What We Say and Say What We Do - Customers Want To Be Heard - Demonstrate Consistency and Transparency Using Agile • Like Anything Else, Agile Takes Practice and Coaching But Everyone Can Do IT
  • 46. Thank You My Contact Info @mikeharris22 mharris22 michael.harris@ecommerce.com

Notas do Editor

  1. Taught agile to hosting, airline, financial services, insurance and transportation\n\n\n
  2. Won&amp;#x2019;t use the words cloud or ecosystem\n
  3. Need a common understanding of Customer before discussing their perspective\n
  4. I think we all have these expectations as a customer\n
  5. \n
  6. 300 batting average\n
  7. Sounds Simple. Next slide.\nAgile can help.\n
  8. \n
  9. Poll the audience on Agile Manifesto - software industry leaders were tired of failing \nAgile manifesto 10 year anniversary this past February\nBefore we talk about what agile will do to help, lets look at what agile won&amp;#x2019;t do.\n
  10. \n
  11. \n
  12. \n
  13. \n
  14. Plan based on what we know (velocity) and the customer helps us prioritize\n
  15. Remove Uncertainty and Plan for Change\n
  16. What to work on\nWhen to work on it\nTell us how we did once done\n
  17. My agile epiphany was that most of what we do in agile is to get feedback\nNot properly defining done plagues many teams. %&amp;#x2019;s don&amp;#x2019;t matter. You are done or you are not.\n
  18. \n
  19. Next Look at the Key Practices we use\n
  20. \n
  21. \n
  22. \n
  23. \n
  24. Estimation in the dark\nOutliers argue their case\n
  25. \n\n
  26. \n
  27. \n
  28. 15 minutes or less in duration\n Entire Team Participates (Skype for remotes)\n Fosters Accountability &amp; Shared Responsibility Amongst Team Members\n
  29. A Look Back At Each Iteration Prior To The Start Of The Next\n
  30. Left axis is Work in Hours, Right axis is completed work in Hours\n X axis is days in the iteration\n
  31. Did we deliver what you asked us to deliver?\n
  32. \n
  33. \n
  34. Suite of Automated Unit Tests Provides Regression Testing\n We Leverage Integration Tests For Functional UI Testing\n
  35. \n
  36. \n
  37. That is an actual picture of our team doing a standup :)\n
  38. \n
  39. \n
  40. \n
  41. \n
  42. \n
  43. \n
  44. This should be a summary or take aways\n\nTakes Practice, Bring in a coach, Customers may resist at first but they will love you later\n
  45. \n
  46. \n