1 / 13

How We Successfully Adapted Agile for a Research-Heavy Engineering Software Team

How We Successfully Adapted Agile for a Research-Heavy Engineering Software Team. Alfred A. Lorber Comp. Thermal & Fluid Mechanics (1541) Sandia National Laboratories. Kyran D. Mish Comp. Solid Mechanics & Structural Dynamics (1542) Sandia National Laboratories. 報告人 :102522089 林威志.

dwight
Download Presentation

How We Successfully Adapted Agile for a Research-Heavy Engineering Software Team

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. How We Successfully Adapted Agile for aResearch-Heavy Engineering Software Team Alfred A. Lorber Comp. Thermal & Fluid Mechanics (1541) Sandia National Laboratories Kyran D. Mish Comp. Solid Mechanics & Structural Dynamics (1542) Sandia National Laboratories 報告人:102522089 林威志

  2. INTRODUCTION • Scrum Team • 桑迪亞國家實驗室(核武器實驗室) • 計算熱和流體力學部門 • 解決數學跟物理現象 • 用戶對象-系統分析人員

  3. Why it is Difficult • “If we knew what we were doing, it wouldn‘t be called‘research’, would it?” – Albert Einstein • “Scrum is: Lightweight, simple to understand, extremely difficult to master.” – Ken Schwaber and Jeff Sutherland • 研究的文化 • 是意外發現結果不能操之過急 • 自由地探索完成

  4. Why it is Difficult • 研究與Scrum衝突的原因 • Sprint-固定時間 研究-不急於探索 • Sprint-驗收成果 研究-不確定性 • Non-delivery 不允許

  5. Daily StandupMeeting • Stories: Story Shepherding • 確保一個story拿到足夠資源完成 • 確保story在Daily Standup報告過 • Standup: Task Based Review • 多團隊一個故事，確保報告的連續性，可以確定都報告過 • Daily Standup: Final Chance to Speak(1分鐘) • 討論其他開會提到的議題 • 讓未發言有機會發言

  6. Daily Standup • Daily Standup: Start on Time, End on Time • 尊重每個開會者的時間 • Daily Standup: Parking Lot臨時議題 • 臨時議題先擺一邊，確保Daily Standup 準時 • SM確保每個Team成員會後review Parking Lot • Daily Standup: Attendance • 自身工作會影響別人

  7. Product Backlog and Writing Stories • Stories: Story Renegotiation • story有可能無法完成 • Stories: Done Slides • 用於記錄並可用於審查用

  8. Planning Meeting • Planning: Pre-Sprint Work Balancing • 透過Pre-Sprint Work Balancing方法 • 在meeting 前就列出Balancing • 異質性團隊heterogeneous team • Planning: Story-Point Estimation • 開發人員對Story做評估

  9. Planning Meeting • Planning: Final Sprint Backlog • Team會拿取相信可以做到的Backlog • Planning: High-Value Work • PO盡量提供不會被丟棄、一直重複性的工作 • 讓團隊有信心

  10. Review Meeting • 最大挑戰-無法用傳統軟體展示的方式 • 沒使用者介面須用模擬方式 • 以文字、公式、圖形、靜態照片、模擬結果影片呈現 • 對非專家來說很困難 • Review Meeting: Review Meeting Slide-Deck • 呈現團隊裡統計資料，數據、圖片、動畫 • Review Meeting: Slide-Deck Simplicity • 留出時間進行討論 • 保證準時結束

  11. Reporting to and Planning with Stakeholders • Stakeholders對團隊有興趣 • Stakeholders管理技術與財政上的投資 • 打開自由探索性的研究

  12. Retrospective Meetings回顧會議 • 之前說的挑戰在Retrospective Meetings做討論 • 用wiki頁面紀錄Action items 與實驗

  13. CONCLUSIONS • 重於研究類型與軟體開發用agile上有些不同 • 克服研究文化-考慮自由開發，與研究的不確定性

More Related