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Agile Prototyping in Academia. David F. Flanders JISC Programme Manager, nee Project Manager Twitter = dfflanders. So how is this going to work?. Objectives of 30 min talk (2X15min):.

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Agile prototyping in academia l.jpg

Agile Prototyping in Academia

David F. Flanders

JISC Programme Manager, nee Project Manager

Twitter = dfflanders



Objectives of 30 min talk 2x15min l.jpg
Objectives of 30 min talk (2X15min):

  • To introduce the management methodology of Agile Prototyping as fundamental to Academia’s remit to the end user.

  • To go over the Agile Manifesto & its Principles so as to highlight it as a framework of hooks by which real pragmatic human advice can be hung.

  • To demonstrate how the Agile principles (theories) can be turned into working practices (pragmatics) for a small project team (working in Academia) <- according to my previous experience.

    * To learn from you on how to do Agile better!




The agile manifesto c 2001 l.jpg
The Agile Manifesto, c.2001

Origins:

  • Business sector = customer/client focused

  • Middle aged developer ‘hippies’: “Dev is NOT enterprise engineering”.

  • S/W should be more intuitive to the human psyche...Web 2.0?

  • Manifesto x4 = PinUp Principles x12 = Hooks


The agile manifesto l.jpg
The Agile Manifesto:

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 bottom,

we value the items on the top more.


Agile principles into practice l.jpg
Agile Principles...into Practice.

A.) Organising Users:

1.) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2.) Welcome changing requirements, even late in development. Agile processes harness change for the customer's users competitive advantage.

3.) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4.) Continuous attention to technical excellence and good design enhances agility.

5.) Working software is the primary measure of progress.

6.) Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

B.) Organising Team:

7.) Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

8.) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

9.) The best architectures, requirements, and designs emerge from self-organizing teams.

10.) Business people user representatives (stakeholders) and developers must work together daily throughout the project.

11.) At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

12.) Simplicity--the art of maximizing the amount of work not done--is essential.


Agile principles into practices 1 6 part i principles for organising your users l.jpg
AGILE PRINCIPLES INTO PRACTICES (1-6) PART I:PRINCIPLES FOR ORGANISING YOUR USERS


Slide10 l.jpg
No. 1.) Our highest priority is to satisfy the customer end user through early and continuous delivery of valuable software.

USER-CASES

Q: Do you have real

users on hand?

  • User Groups!!!

  • Über Users

  • UXer

  • UserPersonas (Named) <- user artefacts

  • Provide a feedback loop

    • Feedback button

    • Phone


Slide11 l.jpg
No. 2.) Welcome changing requirements, even late in development. Agile harnesses change for the user’s advantage.

STORYBOARDS

Q: What is the setting in which your user lives?

  • After user F2F, draw up storyboards to describe user context

    • Peel situational onion

  • Storyboards are modular <- humans change!!!

  • Sticky-notes should change as often as users change.

  • User is always right: don’t impose your world view!!!


Slide12 l.jpg
No.3 Deliver working s/w frequently, from a couple of weeks to a couple of months, w/ a preference to the shorter timescale.

WIREFRAMES

Q: Is the psyche of your user on tap (Face2Screen)?

  • What is the overall flow of the app from window to window (10K+ft above)

    • One big window or multiple?

    • Wizard or tab, etc.

  • What does the box & button mean to the user?

    • On call ÜberUser, UXer

    • Use Cases + Storyboards => Wireframe (CartoonBoxes)


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No.4 Continuous attention to technical excellence and good design enhances agility.

PAPER-PROTOYPING

Q: how long does it take you to produce a version?

  • Paper Prototyping is cheaper than writing code.

  • Nothing more valuable than putting interfaces in front of users.

    • Whiteboard projection

    • Screen-Cast-Crowd-Sourcing (Drupal)


No 5 working software is the primary measure of progress l.jpg
No.5 Working software is the primary measure of progress. design enhances agility.

WORK-PACKAGES

Q: Are your WPs granularly timeboxed?

  • Consider = could another dev pick it up and develop it?

  • Abandon = How do you recognise FAILs and WINs?

  • Adopt = Can your user pick up the s/w and use it without your help?

1-3 weeks total (no more!)


Slide15 l.jpg

No.6 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

MERITOCRACY

Q: How are you talking about your s/w to others who are using it?

  • Agile + Community = Able to do more.

  • Agile should enable a team to juggle more work.

  • JISC is community.


Pause for discussion l.jpg
Pause for discussion. sponsors, developers, and users should be able to maintain a constant pace indefinitely.

At this time I would recommend a five minute open discussion take place.

  • Comments/questions are anonymous to me so please feel free to be candid.

  • Though, if someone could take on the role of scribe to type in the comments to twitter so I have a chance to respond as well?

    Otherwise please use this time to turn to your neighbour and ask them what they think thus far.


Agile principles into practices 7 12 part ii principles for organising your team l.jpg
AGILE PRINCIPLES INTO PRACTICES sponsors, developers, and users should be able to maintain a constant pace indefinitely. (7-12) PART II:PRINCIPLES FOR ORGANISING YOUR TEAM


Slide18 l.jpg
No.7 Build projects around motivated individuals. Give them the environ & support they need, & trust them to get the job done.

TEAM-FORMATION

Q: Will the ppl you are working with help or get in the way?

  • Get right ppl on the bus and wrong ppl off the bus.

  • Team Hierarchy? Google doesn’t have PMs.

  • Innovation is achieved by bringing in new talent!


Slide19 l.jpg
No.8 - The most efficient and effective method of conveying information to & within a development team is F2F convo.

RESOURCING

Q: Where can you find team members you can’t afford?

  • Borrow your team from the institution (those who want to innovate)!

  • PMing is a group activity. Engage with a community!

    • How do you crowdsource?


No 9 the best architectures requirements and designs emerge from self organizing teams l.jpg
No.9 The best architectures, requirements, and designs emerge from self-organizing teams.

UXer

PM

TEAM-ROLES

Q: Do you know thy team!?

  • PM / PO

  • Admin / PM

  • UXer

  • Dev (front/back)

  • Consultants (in the community) are good.

  • Scratch other projects back (barter!)

Want Help?

PO

Dev

Dev


Slide21 l.jpg
No.10 emerge from self-organizing teams. Business people users (representatives/stakeholders) & developers must work together daily throughout the project.

SETTING

Q: Where is the stage for this play?

  • War room meetings.

  • Talking Wall <userVoice>

    • Artefacts: Storyboard, Wireframe, Prototypes...

  • Point of discussion to keep all engaged.

    • Users

    • Team

    • Stakeholders


Slide22 l.jpg
No.11 - At regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behaviour accordingly.

24 hours

WPs

2-3 weeks

version release

SCRUM

Q: How do you enable change to occur?

  • Daily “Stand-Ups” (3Xsentences)

  • Reflection mtg every 2-3 weeks to review wall artefacts (praxis)

  • Priority log of sprints (WPs) to achieve.

  • Your project plan should be torn up / amended after the second/third iteration of SCRUM

  • Can’t do this w/ >3 x Ppl.

artefacts


No 12 simplicity the art of maximizing the amount of work not done is essential l.jpg
No.12 Simplicity--the art of maximizing the amount of work not done--is essential.

SPRINTS

Q: How do you achieve small completion wins?

  • Chunk work up into achievable WPs

    • YONWYK

  • Achievable = >2 weeks

    • Set difficulty rating 1-5

    • If it is a sprint fail, it is a fail... No “but if...”

  • Don’t domino WPs (gaant waterfall bad!) -> burndown charts!?

  • Post WINS and FAILS <- you’ll save others/your time!!!


The agile manifesto24 l.jpg
The Agile Manifesto: not done--is essential.

Individuals and interactions 

over processes and tools*

Working software 

over comprehensive documentation* 

Stakeholder collaboration

over remit/contract negotiation*

Responding to change

over following a plan*

* = That is, while there is value in the items on the bottom,

we value the items on the top more.



Summary overall l.jpg
Summary (Overall) not done--is essential.

Agile

Cowboy

Waterfall

Scrum

Unit Test

RUP

kanban

Refactor

SCM

MSP

Developer Oriented

Manager Oriented

XP

RAD

TDD

PRINCE2

C O N T I N U U M

True agile produces real products for real

people & does it in quick short bursts that are

comprehensible to all involved, especially the end user.

User Oriented


Conclusion l.jpg
Conclusion not done--is essential. :

PoP


Thanks l.jpg
Thanks not done--is essential.

David F. Flanders

Twitter = twitter.com/dfflanders

Blog = dfflanders.wordpress.com

Open Notebook = code.google.com/p/jiscri

License: Creative Commons Attribution ShareAlike 2.0 UK


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