Ten tales of positive change
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Ten Tales of Positive Change. Author : Aaron Sanders Published in Agile Conference,2011 資工 3A 張哲豪. Outline. Introduction Share three stories from the paper Creating the Motivation to Pair Program Staying Focused at Stand-up Dealing With an Overwhelming Amount of Work Conclusion.

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Ten Tales of Positive Change

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Ten tales of positive change

Ten Tales of Positive Change

Author : Aaron Sanders

Published in Agile Conference,2011

資工3A 張哲豪


Outline

Outline

  • Introduction

  • Share three stories from the paper

    • Creating the Motivation to Pair Program

    • Staying Focused at Stand-up

    • Dealing With an Overwhelming Amount of Work

  • Conclusion


Introduction

Introduction

  • Creating the Motivation to Pair Program

  • Staying Focused at Stand-up

  • Keeping Progress High and Questions Low

  • Reassigning Points to Validate Estimation

  • Admitting to the Real Date

  • Dealing With an Overwhelming Amount of Work

  • Gauging the Rate of Progress

  • Figuring Out How to Construct Teams

  • Finding Predictability in the Velocity

  • Allowing for Cross-Functional Teams


Creating the motivation to pair program

Creating the Motivation to Pair Program

  • 初始狀態:Code coverage about 30-35% but a company policy to keep it over 80%.

  • 解決方法1:Applying Test Driven Development

  • 結果:Getting the Same Result

  • 發現問題:workedmostly solo and after completing a big effort

  • 解決方法2:try pair programming

  • 結果: coverage increased every Sprint. They

    agreed to increase coverage by 3% a Sprint


Staying focused at stand up

Staying Focused at Stand-up

  • 初始狀態:Stand-ups Take Too Long

  • 解決方法:Noting Who Speaks

  • 結果:Stand-up time decreased to less than 15 minutes

  • 行動:added a blocker board

  • 結果:Clearing Impediments


Dealing with an overwhelming amount of work

Dealing With an Overwhelming Amount of Work

  • 初始狀態:lost their ScrumMaster,did not see a Sprint taskboard anywhere

  • 行動:be a Scrum Master for a while

  • 發現問題:Most people worked on more than one Product Backlogitem at a time. There were around 600 open bugs.

  • 解決方法:Exposing the Work

  • 結果: the team finished one Product Backlog Itemevery two to three days and deployed two to three featuresper week. Eventually down tozero bugs open by the end of a Sprint


Conclusion

Conclusion

  • What is in common?

  • They started out as an idea that led to a small change. These changes could be implemented easily, cheaply and quickly.


Thank you for your listening

Thank you for your listening


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