Kanban

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Slide deck to hang a simple introduction to Kanban on. Be sure to download the Open Office format file to view the deck, as the animations and background pictures do now show-up in the slideshare viewer.

Tecnologia Negócios

Start from where you are
● Start with what you do now
● Agree to pursue incremental, evolutionary
change
● Initially, respect current roles, responsibilities
and job titles

Kanban Core Practices

● Visualize Workflow
● Limit Work-in-Progress
● Measure and Manage Flow
● Make Process Policies Explicit
● Improve Collaboratively

Kanban Spreadsheet Demo

http://www.excelville.com/file/246/Kanban+simulator

Improve Collaboratively
● Using Models:
– Constraints and Bottlenecks
– Waste Elimination
– Reduce Variability
– …?

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Why user stories

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Hey, do you remember when everyone was asking what the role of the tester would be in an agile team? It’s happening again! A team that takes on the challenge to release their every commit certainly will take testing seriously. It will need to evolve new ways of testing. It will have new dynamics of testers working with developers. In this talk we’ll look at how continuous deployment changes the dynamics of an agile team. How quality moves even more to the center of the stage. How that changes the role of the tester once again. And of developers, too. How to put the customer center stage again. And how that, too, has testing competencies at its core. And we’ll not forget DevOps, and how monitoring can be a continuous testing strategy.

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[Version of this talk, and slide deck, for Lean Agile Scotland 2016] Hey, do you remember when everyone was asking what the role of the tester would be in an agile team? It’s happening again! And things are changing again. A team that takes on the challenge to release their every commit certainly will take testing seriously. It will need to evolve new ways of testing. It will have new dynamics of testers working with developers. It will find new ways of of interacting with customers, stakeholders and product owners. In this talk we’ll look at how continuous deployment changes the dynamics of an agile team. How quality moves even more to the center of the stage. How that changes the role of the tester once again. How it changes the role of developers, too. How this practice allows you to put the customer center stage again. And how that, too, has testing competencies at its core. And we’ll not forget DevOps, and how monitoring can be a continuous testing strategy.

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INVEST

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Hey, do you remember when everyone was asking what the role of the tester would be in an agile team? It’s happening again! And things are changing again. A team that takes on the challenge to release their every commit certainly will take testing seriously. It will need to evolve new ways of testing. It will have new dynamics of testers working with developers. It will find new ways of of interacting with customers, stakeholders and product owners. In this talk we’ll look at how continuous deployment changes the dynamics of an agile team. How quality moves even more to the center of the stage. How that changes the role of the tester once again. How it changes the role of developers, too. How this practice allows you to put the customer center stage again. And how that, too, has testing competencies at its core. And we’ll not forget DevOps, and how monitoring can be a continuous testing strategy.

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[Version of the slides as presented at XP2016] Of the original XP practices, the one that seems the most difficult to get right is the on-site customer. In the original XP team, this was an actual end-user of the, internal, system that was being built. How did the Product Owner turn into a project manager working down a long, predefined backlog? The Product Owner role quite often has devolved into a step in a waterfall process. A gateway, or proxy, sometimes a firewall, towards the rest of the organisation. But customer feedback is a fundamental basis of any Agile process. In this talk, I’m proposing that the common way of working down a backlog of user stories is at best a crutch, and prevents organizations from benefiting from even the most highly performing teams. We invest in getting our development organizations as Agile as possible, but never fully capitalize on the opportunities that gives us. I will discuss how we can use clear goals, captured in actionable metrics to guide our teams in growing the software necessary to reach those goals. I’ll show how to get development teams to demonstrate their progress based on business metrics, not just features completed. To strategically align development with the rest of the company. And how this allows you to optimally use the brightest minds in your organization for innovation.

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(as presented at OOP 2018 in Munich) Agile ‘transitions’ keep failing. Even while delivering plenty of value for the organization. I think that is because the levels of transparency within an organisation can’t keep up with the changes the organisation is going through. Transparency is crucial for all levels of progress in agile. Once we’re proficient at a certain level, everyone in the team has access to all the information they need to make the team successful. But then the situation changes, the definition of the team changes, and the type of decisions they need to make changes. And new information needs to be available for that to be successful. In this talk I’ll show how we can use transparency at different stages of our agile journey to achieve the goals we have. And how new levels of transparency are needed to get to a next level of agility. And how not providing those new levels can trigger a slide back to where you started from, if you’re not careful. I’ll also discuss how the more advanced levels are still very hard to arrange for. It’s not coincidental that we end up with overwrought processes like SAFe for scaling, as good models and mechanisms for sharing larger businesses’ strategy are hard to find, and even harder to make accessible and measurable. We’ll discuss some alternatives that can make this work, and their limitations.

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Cash to concept. Because when you already have an application that is in the hands of your users, delivering value, it can be quite a challenge to get back in control of quality. So while most examples start from nothing and show how to build up to a high-quality app, in this workshop we start with an existing app and reverse engineer it. We’ll go back to defining the high-level product map and show how to fill in all the unknowns to get a complete overview of functionality, generate some test metrics and write solid functional tests. To know what we test, we need to have a detailed overview of the functionality of our application. Then we can decide where our risks are, and start creating the tests that will get us to safety. In this workshop we create a functional overview of our application, use Story Mapping to probe and prioritize our functionality, and Example Mapping to generate our tests. Then we show how to use the results to get control using first manual testing scripts and how to decide what and how to automate so you can get in that coveted continuous delivery mode. In our practice, we often encounter organisations that have existing applications without any defined, structured testing in place, let alone a strategy for automated testing. Going from that situation to one where we can move towards more frequent releases requires going back towards product definition, gaining a top-down overview, before moving back down into detail to create first a manual regression test and then automate at different levels to get to something that can suitably be called agile testing. This workshop aims to be an extract of the steps we take to gain control in those situations. Since the aim is to not just get to a test strategy, but also to get the POs, testers and developers to learn practices they can use in the continued developing of the product, we stay close to the standard tools for agile requirement and test definition, using BDD as our base. The workshop is run in a ‘mob programming’ type setup: small teams (~6 people), around each table, building in short cycles where we move direction and execution through the team to keep everyone engaged. Each table works through one story map (a selected user flow/journey of an existing application) and we then let the teams select specific slices through that flow as suitable for manual end-to-end tests, initial outside-in automation tests and then prioritise the more detailed story and business rule based tests that come later.

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Kanban

1. Kanban

2. Start from where you are ● Start with what you do now ● Agree to pursue incremental, evolutionary change ● Initially, respect current roles, responsibilities and job titles

3. Kanban Core Practices ● Visualize Workflow ● Limit Work-in-Progress ● Measure and Manage Flow ● Make Process Policies Explicit ● Improve Collaboratively

4. Visualize Workflow

5. Limit Work in Progress

6. Push

7. Pull

8. Kanban Spreadsheet Demo http://www.excelville.com/file/246/Kanban+simulator

9. Measure Flow

10. Metrics

11. Metrics

12. Cumalative Flow Diagrams

13. Explicit Policies

14. Improve Collaboratively ● Using Models: – Constraints and Bottlenecks – Waste Elimination – Reduce Variability – …?