Download
1 / 44

- PowerPoint PPT Presentation


  • 219 Views
  • Updated On :

“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.

Related searches for

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about '' - raven


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.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
We re losing the relay race l.jpg

“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements

Hirotaka Takeuchi and IkujiroNonaka, “The New Product Development Game”, Harvard Business Review,January 1986.

We’re losing the relay race


Dpr301 scrum but l.jpg

DPR301 development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive Scrum, but

Stephen Forte @worksonmypc

Joel Semeniuk @Joel_Semeniuk

Telerik

Session Code: DPR301


Slide4 l.jpg
Bio development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Chief Strategy Officer of Telerik

  • Certified Scrum Master

  • 21stTechEd of my career!

  • Active in the Community:

    • International Conference Speaker for 12+ Years

    • RD, MVP and INETA Speaker

    • Co-moderator & founder of NYC .NET Developers Group http://www.nycdotnetdev.com

    • Wrote a few books: SQL Server 2008 Developers Guide (MS Press)

  • MBA from the City University of New York

  • Past:

    • CTO and co-Founder of Corzen, Inc. (TXV: WAN)

    • CTO of Zagat Survey


Agenda l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Remote Teams

  • Scrum, but for Consulting

  • Scrum, but for ISVs


The agile manifesto a statement of values l.jpg

Individuals and interactions development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

Responding to change

Working software

Customer collaboration

Following a plan

Comprehensive documentation

Contract negotiation

Process and tools

over

over

over

over

The Agile Manifesto–a statement of values

Source: www.agilemanifesto.org


Back to the basics l.jpg
Back to the Basics development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • “Agile” is about “values” not “rules” and rigid adherence to a process

  • Agile is about embracing change


Agenda8 l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Remote Teams

  • Scrum, but for Consulting

  • Scrum, but for ISVs


Agile methodologies l.jpg
Agile Methodologies development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • XP

  • Scrum

  • DSDM

  • FDD

  • Kanban

  • Some Additional Agile Practices

    • TDD

    • BDD

    • DDD


What methods are in play today l.jpg
What methods are in play today ? development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

Source: Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009


Don t change scrum l.jpg
Don’t change Scrum development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • To quote Ken Schwaber:

    “If you don’t like Scrum, we welcome and invite you to devise something else. Just don’t call it Scrum.”

http://kenschwaber.wordpress.com/2010/09/08/scrum-as-a-framework/


But wait l.jpg
But wait development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • “I use Scrum, but…..”


You are not alone l.jpg
You are not alone development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

Source: Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009


Agile is like a buffet table l.jpg
Agile is like a buffet table development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • It is ok to mix and match from different agile methodologies

  • Just make sure your features are compatible

  • Just make sure you eat healthy ;)

http://www.agileproductdesign.com/blog/2009/kanban_over_simplified.html


Agenda15 l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Outsourcing

  • Scrum, but for Consulting

  • Scrum, but for ISVs


Enterprise characteristics l.jpg
Enterprise Characteristics development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Employ traditional PMO driven project management

  • Budgets are set a year ahead without proper assessment

  • Slow to change

  • Technology considered separate than Business

  • Tend to promote silos and shared resources

  • Tend to have a lot of work in progress

  • Tend to have meeting cultures

  • Failure is common and accepted

  • Business VS Technology culture


Challenges when implementing agile l.jpg
Challenges when Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Corporate culture

  • Redefining Teams and Silos

    • Use of Silos to control flow (BA, PM, Development, Test)

    • Silos involved in many concurrent projects

  • Changing the Perception of Agile

  • Getting Buying to Start

  • Changing Expectations of the Business

  • Communication becomes most time consuming problem

  • Getting people to pay attention


Implementing agile l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Starting

    • Don’t highlight “Agile” – leverage “Lean Principles”

    • Find a mission critical “all hands on deck” project

      • Drive buy in for a “do whatever it takes” attitude

    • Form a Dedicated Cross Functional Team

    • Find an experienced Scrum Master

      • Contract if necessary

    • Use short focused Sprints

    • Drive Product Backlog Management

      • Use a Structured Decomposition Model such as FDD

      • Choose a Prioritization Model

      • Get Business Involved in Prioritization


Implementing agile19 l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • During the First Project

    • Show results in first iteration

  • Communicate, Communicate, Communicate

  • Time box EVERYTHIG

    • Meetings

    • Feature implementations

    • Analysis and Design

  • Make it a race

  • Make QA part of EVERY sprint

    • Most organizations leave until the end

  • Force Sprint Reviews and Acceptance

    • More likely to happen if high priority project

  • Celebrate EVERY victory publically


Implementing agile20 l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Post Project – when you are successful

    • Document the Project

    • Show Results

    • Go on Tour, Brag, Evangelize the Practices

    • Act as consultants

    • Create a Roadmap

  • Next Project

    • Start with a similar team

    • Stay visible

    • Don’t force organizational change…let the organization change to accommodate the projects

    • Process Improvement and continual change

    • Metrics Matter!! Start measuring, Start Reporting


Best practices l.jpg
Best Practices development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Use Lean to Drive Change from the Top Down

  • Find riskiest and most troubled project

  • Assessment Projects Prior to Budget Allocations

  • Remove Silos Between Roles

  • Get Business Behind You through Demonstration of Success


Agenda22 l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Remote Teams

  • Scrum, but for Consulting

  • Scrum, but for ISVs


Remote team characteristics l.jpg
Remote Team Characteristics development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • A team where one or more members are not in the same office

  • Usually in another time zone

  • Sometimes in another country

    • Language barriers

  • Sometimes a 3rd party

    • Contractor

    • Outsourcing


Key challenges for agile l.jpg
Key Challenges for Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Due to lack of proximity, time zones, and language barriers you lose the high bandwidth communication

  • Hard to do sprint planning

  • Hard to do a “Stand-Up” daily meeting remotely


Implementing agile i l.jpg
Implementing Agile I development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Extra reliance on tools

    • Web/Cloud based tools for collaboration and planning

      • TeamPulse

    • Communication tools are a must

      • Skype

      • IM

      • Google Docs

      • Sharepoint

    • Reliance on CI and TFS

      • Automated test, build, and reporting tools a must


Implementing agile ii l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive II

  • High bandwidth teams

    • Use collaboration tools to increase communication

    • www.planningpoker.com

  • Iteration Planning

    • Gather the team in one location for the first sprint planning meeting

      • And as many others as possible

    • Sprint planning via video conference

  • Stand up meetings

    • Video Skype to make sure they are standing!


Implementing agile iii time zones l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive III-Time Zones

  • The Daily Scrum is flexible!

    • If the team is ahead of you in Time Zone

    • Hold the meeting at the end of their day

      • What did I do today?

      • What will I do tomorrow?

      • What do I need from you today?

    • If the team is behind of you in Time Zone

    • Hold the meeting at the start of their day

      • What did I do yesterday?

      • What will I do today?

      • What do I need from you today?


Best practices28 l.jpg
Best Practices development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Make the communication a measurable deliverable

    • Write it into the contract

  • If the remote team is large enough (off-shore environment) place a FTE from your office on site

    • Developer rotation


Agenda29 l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Remote Teams

  • Scrum, but for Consulting

  • Scrum, but for ISVs


Consulting characteristics l.jpg
Consulting Characteristics development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Types of Projects

    • Time and Materials

    • Fixed Cost, Fixed Duration

    • Fixed Everything

  • Maturity of Customers is Variable

  • Cost is most important

  • Greater emphasis on

    • Sales and account management

    • Creating long term work

    • Project management and Business Analysis


Key challenges for agile31 l.jpg
Key Challenges for Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Customer Maturity

  • Need for up-front commitment

  • Change is a source of conflict

  • Management buy-in

  • Custom processes

  • Culture


Implementing agile32 l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Realize – you may not be able to be agile

    • Time and Material engagements usually follow customer processes and are rarely agile

    • Culture of customer and organization may prevent agility

  • Educate your customers – then educate them again, and again.. And again

  • Estimates become constraints

  • Use advanced estimation and planning techniques

  • Tracking your customer

  • Quality Assurance and Acceptance is difficult for Customers


Best practices33 l.jpg
Best Practices development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Know your customer

  • Fixed Duration and Fixed Cost is OK

    • Fixed features should be avoided

  • Isolation from customer processes

  • Educate all stakeholders

  • Blend with Engagement Relationship Practices from Prince2

  • Track EVERYTHING – Tears of joy dry fast

  • Customers as product owner

    • Combine with Business Analyst Role

  • Fixed Features – Run Away.

  • Immature Customer – Heavily Educate or Waterfall

  • Commoditize your deliverables


Best practices34 l.jpg
Best Practices development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Avoid Detailed Time Tracking/Reporting – Invites Micromanagement

  • Don’t pretend to be Agile when you can’t be

  • Customers as “partners” never work

  • Maintenance and Support can be more Agile

    • Explore how Kanban can help

  • Build time in for Education

  • Focus on Visual Mocks to drive requirements

  • Invest in a repeatable and reliable sizing tool

  • Involve your customer during bids

  • RFP’s are a crap-shoot

  • Use FDD for requirements decomposition


Agenda35 l.jpg
Agenda development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Back to the basics: Agile Manifesto

  • Where does Scrum fit in the Agile universe?

  • Scrum, but for the Enterprise

  • Scrum, but for Remote Teams

  • Scrum, but for Consulting

  • Scrum, but for ISVs


Facts about joel l.jpg
Facts about Joel development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Joel *always* talks about the insurance company

    • And always mentions Pet insurance

    • Steve hates pets

    • Joel is a pet

    • Joel has no insurance

    • Obama to the resuce

    • Yes we can!

    • Steve voted for the other guy (the one with the crazy VP chick)

    • Oops

  • Always cuts me off

  • Talks a lot

  • Loves the Queen of England

  • Gets the last word

  • Was in the Canadian Military (with 6 others)

    • It was an Agile team

  • Was in therapy

    • IBM paid for it


Isv characteristics l.jpg
ISV Characteristics development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Development is driven by marketing

  • The team is usually in the same location

  • The team mostly has hard deadlines

    • Publically stated deliverables tied to revenue

    • Must ship XYZ the same day as VS 2010 launch


Key challenges for agile38 l.jpg
Key Challenges for Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Disengaged Product owners

  • Agile Estimation is a challenge

    • Management usually nervous

    • Deadlines tied to revenue

    • Public roadmaps

  • Critical bugs can derail an iteration

  • Larger emphasis on documentation and samples


Implementing agile i39 l.jpg
Implementing Agile I development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Agile needs buy-in from the top

    • CEO needs to set the example

  • ScrumMaster (for Scrum) is the most critical person

    • Needs to be free of other deliverables

    • Lots of political capital

  • Estimation will target a date, not features

    • Still use the cone of uncertainty but

      • Have a hard date, re-estimate the product backlog items that will make it to the release


Implementing agile ii40 l.jpg
Implementing Agile development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive II

  • Consider having a separate team for bugs and service packs

    • If not, allocate XX% of your sprint backlog for bugs and “legacy”

  • Documentation and samples become backlog items

    • Add a product documentation specialist and sample developer to the team

      • Not on a separate team


Best practices41 l.jpg
Best Practices development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

  • Keep your Scrum Master independent of the team

  • Be as transparent as your business will allow

  • Estimate on features not time

  • Planning poker is vital, and needs participation of all key members


Slide42 l.jpg

question & answer development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive


Session evaluations l.jpg

Session Evaluations development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

Tell us what you think, and you could win!

All evaluations submitted are automatically entered into a daily prize draw* 

Sign-in to the Schedule Builder at http://europe.msteched.com/topic/list/

* Details of prize draw rules can be obtained from the Information Desk.


Slide44 l.jpg

Required Slide development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive

© 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.


ad