Leonidas Oy - Agile Project Management @Demola 2010-06-09
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Leonidas Oy - Agile Project Management @Demola 2010-06-09
- 1. Agile Project ManagementCourse And Workshop Demola, June 9, 2010
- 2. Setup Please set your mobile to silent mode Contribute – ask and share your experience Give feedback – remember to fill the form
- 4. Project Manager, Agile Coach, CSM Jarno Keskikangas
- 5. Senior Software Engineer, Certified Scrum Master Harri Lammi
- 6. Software specialist, Agile coach Antti Tarvainen
- 7. Agile Software Development Leonidaswww.leonidasoy.fi
- 8. INTRODUCE YOURSELF Project managers Developers / designers Other? Thanks for answering our questionnaire!
- 9. DEMOla: FACTS oR FICTION? Demola project is done in addition to studies Young and eager teams Customer with limited time and availability Project schedule difficult to estimate The greatest obstacle preventing you to deliver as awesome results as possible is ______________ ? TODAY’S GOAL: Helping you to be more productive by using agile methods
- 10. OUR THEMES TODAY Agile development in prototyping and small projects Workshop: Using agile methods in your project
- 11. schedule 1 h: Introductions andagile development Break 1 h: Workshop and exercises
- 13. What is agile? 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. http://agilemanifesto.org/
- 14. Agile umbrella
- 15. A Brief Look At Scrum
- 16. What is scrum Iterative incremental framework for managing complex work
- 17. What is scrum Scrum is based on the belief that best results are achieved via: Cross-functional team Iterative and time-boxed development
- 18. Scrum in one picture
- 19. Scrum framework Roles: Product Owner Team Scrum Master Events: Sprint Planning Sprint Review Sprint Retrospective Daily Scrum Artifacts: Product Backlog Sprint Backlog Burndown Charts
- 20. Scrum requires… Commitment Communication Colocation Team
- 21. CASE STUDY:Agile Principles in Rapid Prototyping
- 22. Five solutions to boost team’s performance in rapid prototyping
- 23. Rapid prototyping ProtoSonni From scratch to delivery in seven days Fixed price, fixed schedule Cross-functional team of 4-6 persons Ongoing process improvement
- 24. PROTOTYPING VS. LONG PROJECTS Scrum is too heavy for prototyping, but fits better for longer projects (> 1 month) You can still be agile by using agile principles
- 25. agile in rapid prototyping Booster #1: Team works in the same place! Booster #2: One simple management tool => Individuals and interactions over processes and tools
- 26. agile in rapid prototyping Booster #3: Deploy early and often => Working software over comprehensive documentation
- 27. agile in rapid prototyping Booster #4: Packaged service Fixed price, fixed schedule, open scope Start shop and design draft set the direction => Customer collaboration over contract negotiation
- 28. agile in rapid prototyping Booster #5: Evaluate backlog continuously => Responding to change over following a plan
- 29. ? Questions?
- 31. Let’s take a break!
- 32. Workshop Outline Setting the stage Open discussion on implementing agile methods in Demola Group work and coaching Teams gather to work on 1-2 development problems decided in the open discussion Wrap up Teams present their solutions
- 33. TIME’S UP!
- 35. The Marshmallow Challenge Build the tallest Freestanding structure The Entiremarshmallow must be on top Use as much or as little of the kit Break up the spaghetti, string or tape The challenge lasts 3 x 6 minutes
- 36. Further reading and resources Books Ken Schwaber: Agile Project Management with Scrum Mary and Tom Poppendieck: Lean Software Development: An Agile Toolkit Esther Derby, Diana Larsen: Agile Retrospectives: Making Good Teams Great On the web http://agilemanifesto.org/ -> The 12 Agile Principles http://www.agilealliance.org/ http://www.scrumalliance.org/ http://leonidasoy.fi/blog -> How To Deliver Software In 7 Days
Notas do Editor
- Worked agile methods since 2006 technical lead project manager agile trainer and coach
- Worked with Scrum since 2007 team member technical lead certified scrum master
- SOFTWARE COMPANY SPECIALIZING IN RAPID PRODUCT DEVELOPMENT AND AGILE METHODS. rapid prototyping, 7 day project agile coaching and training software development. located in Tampere city centre
- STUDIES: work part-time with the projectYOUNG TEAMS: full of energy, enthusiastic, team roles and working habits still developingCUSTOMER: communication and how to get the most out of every contactSCHEDULE: part-time, creating abstract piece of workDiscuss if these are correct, take notes if comments are given
- Any questions so far?
- How many have heard of Scrum?How many have used?
- There’s no better day to hold a agile development course than today. The manifesto meeting was held exactly 9 years ago, on Feb 11-13 2001Working software is the primary measure of progress. Building the project on trust, instead of contracts, is more efficient and builds a better relationship between the vendor and the customer.The 12 agile principles describe in more detail what agile is all about.
- Ok, so now we know the basics. Agile is the general term for many things that lay underneath it. (Käy läpi nämä sisällöt.) What belongs to agile? If something corresponds to agile values, then it is agile. - Lean for example is a set of principles and ways of organizing a project, that is interrelated to agile. - Scrum is a specific technique for organizing a project, and we will learn a bit more about it today. Scrum is one of the agile practices and has been derived from lean principles.Next, let’s take a few examples on agile companies.
- How many have heard of Scrum?How many have used?
- - Process from product backlog to production quality software- iterative and time-boxed
- - Process from product backlog to production quality software- iterative and time-boxed
- - Process from product backlog to production quality software- iterative and time-boxed
- -Go thru shortly
- FEEDBACK:COMMITMENT: TEAM WORK: TIME: in order to use Scrum, allocate at least 10 h/week for your project. One month is even better, you get two solid sprints.
- How many have heard of Scrum?How many have used?
- Start shop, 5 days for development, demo shop1-2 devs, (graphic designer), Product Owner, sales guy, demo material creatorRetrospectives, code templates, communication
- PLACE: Open space office, ad hoc meetings, 45-15 ruleTOOL: requirements backlog, shared spreadsheet
- SW is deployed continuously and source code provided, tech risks solved in the beginningData model and next development steps provided, appr. 1-2 h of work
- Breaks the iron triangle (fixed scope, resources, schedule) of software development.Rather than talking about contract details, we start a discussion with our customer about the goal of the project, users who are going to use the system, what are the most essential features and functionality, etc
- Backlog: prioritization and estimationWe evaluate what’s important and what’s not. Estimations show us what can be delivered in the given time.
- How many have heard of Scrum?How many have used?
- How many have heard of Scrum?How many have used?
- Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.The Entire Marshmallow Must be on Top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. Use as Much or as Little of the Kit: The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure.Break up the Spaghetti, String or Tape: Teams are free to break the spaghetti, cut up the tape and string to create new structures.The Challenge Lasts 18 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.