SlideShare ist ein Scribd-Unternehmen logo
1 von 29
Downloaden Sie, um offline zu lesen
1
Enterprise Agile
Hybrid of Methodologies
Maris Prabhakaran M
PMP,PMI-ACP,CSM,CSP,TOGAF9,PRINCE2 ,SPC,PMOC,ITIL,SCEA
2
Why hybrid of Methodologies
Scrum + XP + Kanban
Lean + Agile Synergies
Appendix
Agenda
Lean + Agile
3
Why Hybrid of Methodologies
Agile implementation is broadening from small development project to larger
projects and scale out to address entire value chain of the organisation.
In fact Agile is going beyond systems development and address the alignment
between IT and business and the design and operation of entire Enterprise.
One method will not fit the organisation
Hybrid of methods are required Do not develop an attachment to
any one weapon or any one
school of fighting.
Miyamoto Musashi a
17th century Samurai
Twin sword
fighting technique
4
What Industry feels about Agile?
4
Are the agile teams distributed?
Reasons for adopting agile
Benefits realized from implementing Agile How many separate locations or sites are using Agile
89% of the surveyed said they saw ≥ 10% ‘Increased Productivity’
56% saw ≥ 25% ‘Increased Productivity”
Early Potentially Shippable product
5
Where Does Agile fit into an IT Organization
Storage
Mainframes
Servers
Middleware
IT Ops Mgmt Systems
Data Centers
End User
devices
Applications
Tools
Projects
Firewall
Goal 1
Objective 1 Objective 2
Goal 2
Objective 3 Objective 4
Programs
Project 1 Project 2
Dashboards
Governance
councils
IT Demand
BU 1
GEO A
BU 2
GEO A
BU 3
GEO B
Infrastructure
and
Operations
Application
devp.&
maintenanceGovernance
and
Compliance
ITStrategy
formulation
Kanban + XP
+ Scrum
XP + Scrum
Lean + Scrum
Selecting Right tools to improve Enterprise Agility
IncreasingEnterpriseAgility
Lean + Scrum
6
GOVERNANCEDEMAND MEASUREMENT
DISTRIBUTIONWORKFLOW
EnterpriseTransformation requires Hybrid of Agile
TOOLS CULTURE
Hybrid of Agile
ALIGNMENT
7
Hybrid of Scrum ,XP and Kanban
Agile Framework
+
XPXPXPXPSCRUMSCRUMSCRUMSCRUM
INVEST model to decompose optimal stories
Story points to task estimation and Velocity
Deliverables “doneness” criteria
Vision process and themes approach
Manage changes actively, using Product Backlog
Test Driven Development – for quicker debugging
Pair Programming – high quality code, collective ownership
Code Refactoring –reduced technical debt
Continuous Integration – lesser code breaks. painless releases
Automated testing – test regression and release readiness
Agile Umbrella
Scrum simplified roles + XP Engineering Principles + Kanban board
KANBAN
8
Lean + Agile
FLOW
Lean uses special principles & tools to map the value stream, optimize
flow, and remove waste, and solve problems.
Agile uses roles & practices to enable pull based & frequent delivery of
value, collaboration, & continuous improvement.
LEAN
AGILE
Any system is
only as efficient and
capable as the largest
constraint, at any given
time,
will allow.
WASTE
9
Agile Implements Lean Principles
Lean Agile/Scrum/XP
Capacity Planning (Queing Theory) Enterprise Backlogs, Product Backlogs, Prioritization based Biz Value, Release Planning,
Pull (Kanban) Prioritized backlog, Kanban (Scrum board) tracking/status, Feature focused, User Scenarios to Stories,
Personas, Iterative and Incremental, User Acceptance Testing, Sprint Goals, Sprint Planning (only 1-2
iterations),
Takt Time (customer to customer) Backlog to Production measurement
Single Piece Flow Small stories, feature based/slicing and swarming, Iterative and Incremental
Waste Elimination Only develop stories that are actionable, only do what’s absolutely necessary, simplicity in all things,
automation, excellence in engineering,
Lean Agile/Scrum/XP
Standardization Standard dev practices, framework usage, communications model
Value Threads Story Mapping from Roadmap to Release to MMF to Epic to Story
Automation Automated testing, Continuous Integration, Code Health, Easy Deploy
Line Stop (Jidoka, Poka Yoke, Andon) Refactor, Reuse, Big Visuals, Iterate, Incremental
Fail Fast Iterate, Inspect and Adapt, Retrospectives
No defects No defects, Definition of Done, Test Driven Development, Refactor, Shippable code
Lean Agile/Scrum/XP
Go See Yourself Customer close by, Prototypes, Iterative and Incremental, Early Deploy
Remove Waste Customer close, decisions at lowest level, good estimation, actionable user stories, no goldplating, team
instead of cowboy, remove needless metrics, automation of almost all testing, no over-the-wall, biz/IT
combined teams, simplify governance, daily standups
Workload Leveling, Concurrent Eng. Small stories, slicing and swarming, cross-functional team, daily standups
Quick Changeover Cross-functionalteam, simple and repeatable practices, no indiv. Code ownership, consistent build and
deploy, team rotations, daily standups
Automation Automated test, integration, build, deploy tools, andon, communication
Orthogonal Arrays OATS Pairing with Dev and QA, Automation
Increased
accessibility
to Value
Optimal
use of
Resources
Efficiency
and
Capability,
Speed
Cycle Time
Cost
Quality
10
Waste elimination using Agile
Waste Category Application to SW How Scrum/XP Resolves
Inventory Partially Done Work Shorter iteration cycles
Smaller inventory of detailed requirements – Product backlog
with complete User Stories
Extra Processing Unnecessary docs Focus on the end product and less documentation, simplicity
in code, automate everything possible
Over Production Extra Features Prioritization of product backlog helps to do away with nice to
have features which are waste
Transportation Building the wrong thing Prioritized and actionable User Stories, Clear Acceptance
Criteria, Customer/PO involvement, & Demos
Waiting Waiting for info, Handoffs Product owner exists and is engaged daily, cross functional
teams with everyone included to deliver the Sprint, Pair
programming
Motion Task Switching Slicing, Swarming, Use of DSM, Co-Located (or using W-
GAME),
Defects Defects Definition of Done, TDD, Test first, Defects must be fixed
during sprint
11
• Release Planning ensures that
real customer needs are pursued.
• Prioritized Backlogs ensure that
the most important/valuable items
are completed first, giving the most
value the soonest.
• Iterative and incremental sprint
cycles ensure that changes can be
made to move with the customer
and only add what is valuable –
removing waste due to delivering
something not valuable.
• Potentially Shippable Software is
released every sprint enabling a
clear and early value delivery to the
customer. This increases ROI and
reduces cost.
Value Flow
• Prioritized backlogs reduce
investment on work that is not
valuable.
• Iterative and incremental cycles
enables the business to cease work
when enough value has been
achieved, reducing wasted time
spent creating lower value results.
• Planning by sprints allows only
the necessary amount of planning
to be done, since the true outcome
cannot be known until it is being
delivered.
• Only minimal documentation and
other deliverables are created,
reducing the wasted time in
production, maintenance, and
rework when poorly managed.
Eliminate Waste
• Daily scrums increase communication
and ensure that the team can be
proactive, changing as needed based
on the conditions.
• Retrospectives enable the teams to
learn about one another, their work, and
how to get better.
• Frequently released software enables
more frequent feedback from the
customer, enabling more adaptive
change to meet their needs.
• Product Owners/Customers work
directly with the creators of value,
providing direct feedback about the
outcome.
Increase Feedback
• Iterative and incremental work periods
enable the results to be delivered as soon
as they are good enough.
• Two – Four week iterations is enough
time to get work done, but not enough to
waste, which ensures that people work to
reduce wasted time.
• Definition of Done ensures that as the
work products are being created, they are
completely ready for customers.
• Inspect and Adapt allows the
organization to change course and still
produce results in much less timeframe
than normal.
Deliver Fast
• Test Driven Development helps
ensure that the software is built to
achieve the criteria designed for it.
• Testing happens at the beginning, not
at the end of development process
ensuring that higher quality can be
achieved.
• Definition of Done specifies specifically
all the steps that must be taken to
release the software, not just the coding
of the software.
• Enhanced roles in Scrum/XP ensure
that everyone is concerned about and
takes ownership of quality. The
ScrumMaster helps ensure impediments
are removed, thus enabling clearer
understanding of the work and higher
quality.
Build Integrity In
• Teams are cross-functional, enabling
a multi-faceted look at problems and
opportunities, ensuring that many angles
are thought about during creation – the
cheapest time in the lifecycle for fixing
errors.
• Development selecting items from
the backlog to work from
• Selection of work Vs assignment of
tasks
• Product owners working directly with
the team reduce wasted due to time
delays in communication.
Empower The Team
• Delay requirements that are
architecturally not significant till the last
responsible moment (AS Late As
Possible)
Delay Commitment
• Product Owner/Customer collaboration
ensures that only what is needed is
produced, at the right quality, and in the
right time.
• Demos show value to the customer
early.
• The ScrumMaster helps remove
impediments in and outside of the team.
Resolve Constraints
• Release plan provides the end to end
view at a high level
• Break functionality into vertical slices to
get a end to end view
See the Whole
Lean & Agile Synergies
DSM
VOICE OF THE
CUSTOMER
INCREASE
FEEDACK
5S
AUTOMATION
VALUE STREAM
MAPPING
ANDON VISUAL
CONTROL
QUALITY FUNCT.
DEPLOYMENT
ROOT CAUSE
ANALYSIS
SIPOC ANALYSIS
KANBAN BOARD
CUSTOMER
PULL
THEORY OF
CONSTRAINTS
KAIZEN
LEAN AGILE FRAMEWORK LEAN TOOLS
12
Thank you
marisagility@gmail.com
13
Appendix
14
Why Lean Agile?
• Better Return on Investment (ROI)
• Short releases will make the product available with high business value features early in the cycle
• Faster Time to Market enables earlier earning and learning
• Doing most important work quickly results in delivery of real customer value
• Productivity and code quality improvements
• Continuous attention to technical simplicity (just-enough/right-size)
• Defect prevention rather than defect verification through practices like continuous integration and Acceptance tests
• High test-coverage – great impact on code quality
• Increasing Probability of Success through close collaboration and reduction of risk
• Business and the IT team collaborate through out the development cycle through creation of requirements, Iteration
Planning, Demo etc
• High technical risk and high business value requirements are implemented early in the cycle
• Flexibility of implementation of requirements
• Iterative delivery of the requirements
• Re-prioritization of requirements is possible at the end of each Iteration
• Better management and Reduction of requirement volatility
• Iterative and Incremental approach with the prioritized backlog of requirements
• Better understanding of requirements by having acceptance tests within it
• Better management of Project Schedule and Cost
• Iterative and Incremental approach with the prioritized backlog of requirements
• Burndowns for Releases and Iterations/Sprint create transparency
• Higher quality due to continuous integration reduces cost of late stage defect rework
15
SCRUM
16
How Scrum works
17
ProductProduct
Owner
• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the product (ROI)
• Prioritize features according to market value
• Adjust features and priority every iteration, as needed
• Accept or reject work results
ScrumScrum
Master
• Represents management to the project
• Responsible for enacting Scrum values and practices
• Removes impediments
• Ensure that the team is fully functional and productive
• Enable close cooperation across all roles and functions
Team
• Typically 5-9 people
• Cross-functional:
• Programmers, testers, user experience designers, etc.
• Teams are self-organizing
How Scrum works
18
How scrum works
19
• Reports
Scrum Artifacts
20
XP
21
Essence of XP (eXtreme Programming )
21
• eXtreme Programming is a discipline of software development based on values of simplicity,
communication,feedback, and courage. It works by bringing the whole team together in the presence
of simple practices,with enough feedback to enable the team to see where they are and to tune the
practices to their unique situation.
• It is distinguished from other methodologies by :
• Its early, concrete, and continuing feedback from short cycles.
• Its incremental planning approach, which quickly comes up with an overall plan that is expected to evolve
through the life of the project.
• Its ability to flexibly schedule the implementation of functionality, responding to changing business needs.
• Automated tests written by programmers and customers to monitor the progress of development, to allow
the system to evolve, and to catch defects early.
• Oral communication, tests, and source code to communicate system structure and intent.
• Evolutionary design process that lasts as long as the system lasts.
• Close collaboration of programmers
22
XP - Why is it called eXtreme Programming?
22
Taken known best practices to eXtreme levels
• If code reviews are good, we will review the code all the time
• If testing is good, everybody will test all the time
• If design is good, we will make it part of everyone’s daily business
• If simplicity is good, we will leave the system with the simplest design that supports current
functionality
• If integration testing is important, then we will integrate and test several times a day
• If short Iterations are good, we will make the Iterations very short
23
23
Communication
Communication builds a thread of trust
at all levels (customer, end users,
developers, QA) and it improves the
collaboration among the project
stakeholders.
Simplicity
Simplicity stresses to build system in
such a way that is enough to meet the
requirements that are available today.
Feedback
Feedback highlights the opportunities
for improvement. Feedback from
customer and peers plays important
role in refining the system under
development.
Courage
Courage breaks the cultural barriers and
enables higher communication with
constructive feedback. Courage builds
ground for feedback giving and receiving.
Respect
Team members should not feel
unappreciated or ignored. This ensures
high level of motivation and
encourages loyalty toward the team,
and the goal of the project
Values of XP
24
Process Flow for XP
24
25
XP (eXtreme Programming) Practices
25
1. Planning game - Programmers estimate effort of implementing customer stories and
customer decides about scope and timing of releases
2. Metaphor - Guides all development with a simple shared story of how the whole system
works
3. Simple design - The system should be designed as simple as possible at any given moment
4. Test First - Programmers continually write unit tests, which must run flawlessly for
development to continue
26
XP (eXtreme Programming) Practices
26
5. Refactoring - As programmers add new features to the project, the design may
start to get messy. If this continues,the design will deteriorate
6. Short/Small releases - Programmers build the system in small releases defined.
A Iteration is typically for about two weeks
7. Pair Programming - All production code is written with two programmers at
one machine
8. Continuous Integration - Integrate and build the system many times a day,
every time a task is completed. New builds as soon as code ready
27
XP (eXtreme Programming) Practices
27
9. Collective ownership - The team owns the code. Programmer pairs modify any piece
of code they need to
10. On-site customer - Include a real, live user on the team, available full-time to answer
questions.customer present and available full-time for team
11. 40 hour week - Work no more than 40 hours a week as a rule. Never work overtime a
second week in a row. maximum 40-hour week
12. Coding standards — Programmers write all code in accordance with rules emphasizing
communication through the code
28
KANBAN
29
KANBAN
29
• Visualize the workflow
• o Split the work into pieces, write each item on a card and
• put on the wall.
• o Use named columns to illustrate where each item is in
• the workflow.
• • Limit Work In Progress (WIP) – assign explicit limits to how
• many items may be in progress at each workflow state.
• Measure the lead time (average time to complete one item,
• sometimes called “cycle time”), optimize the process to make
• lead time as small and predictable as possible.

Weitere ähnliche Inhalte

Was ist angesagt?

Exec Leadership workshop
Exec Leadership workshopExec Leadership workshop
Exec Leadership workshopRavi Tadwalkar
 
DevOps - Top Trends In 2019
DevOps - Top Trends In 2019DevOps - Top Trends In 2019
DevOps - Top Trends In 2019Vikash Karuna
 
LKIN2019: Lean transformation journey of infra briefing for business agility...
LKIN2019: Lean transformation journey of infra  briefing for business agility...LKIN2019: Lean transformation journey of infra  briefing for business agility...
LKIN2019: Lean transformation journey of infra briefing for business agility...Ravi Tadwalkar
 
Kin2020- flow based product development- an experience report
Kin2020-  flow based product development- an experience reportKin2020-  flow based product development- an experience report
Kin2020- flow based product development- an experience reportRavi Tadwalkar
 
DevOps feedback loops
DevOps feedback loopsDevOps feedback loops
DevOps feedback loopsPaul Peissner
 
How Does IBM Do Agile
How Does IBM Do AgileHow Does IBM Do Agile
How Does IBM Do AgileAlan Kan
 
Simple Lean Agile KPIs
Simple Lean Agile KPIsSimple Lean Agile KPIs
Simple Lean Agile KPIsYuval Yeret
 
Agile Course Presentation
Agile Course PresentationAgile Course Presentation
Agile Course PresentationSoumya De
 
Lean and Agile SAP
Lean and Agile SAPLean and Agile SAP
Lean and Agile SAPJason Fair
 
Product Backlog - Refinement and Prioritization Techniques
Product Backlog - Refinement and Prioritization TechniquesProduct Backlog - Refinement and Prioritization Techniques
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
 
Agile Metrics for Senior Managers and Executives
Agile Metrics for Senior Managers and ExecutivesAgile Metrics for Senior Managers and Executives
Agile Metrics for Senior Managers and ExecutivesVersionOne
 
Agile lean software development principles
Agile  lean software development principlesAgile  lean software development principles
Agile lean software development principlesEyna Hamdzah
 
Scrum and Kanban guide
Scrum and Kanban guideScrum and Kanban guide
Scrum and Kanban guideRudresh SM
 
2015 06-24 innovation in the large enterprise final-v2
2015 06-24 innovation in the large enterprise final-v22015 06-24 innovation in the large enterprise final-v2
2015 06-24 innovation in the large enterprise final-v2Jeffrey Einhorn
 
Agile Metrics : A seminal approach for calculating Metrics in Agile Projects
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsAgile Metrics : A seminal approach for calculating Metrics in Agile Projects
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsPrashant Ram
 
Scrum with value streams - Can you finally get rid of waterfall thinking?
Scrum with value streams - Can you finally get rid of waterfall thinking?Scrum with value streams - Can you finally get rid of waterfall thinking?
Scrum with value streams - Can you finally get rid of waterfall thinking?Tasktop
 
DevOps Approach (Point of View by Ravi Tadwalkar)
DevOps Approach (Point of View by Ravi Tadwalkar)DevOps Approach (Point of View by Ravi Tadwalkar)
DevOps Approach (Point of View by Ravi Tadwalkar)Ravi Tadwalkar
 

Was ist angesagt? (20)

Exec Leadership workshop
Exec Leadership workshopExec Leadership workshop
Exec Leadership workshop
 
Agile @SAP Why and How?
Agile @SAP Why and How?Agile @SAP Why and How?
Agile @SAP Why and How?
 
DevOps - Top Trends In 2019
DevOps - Top Trends In 2019DevOps - Top Trends In 2019
DevOps - Top Trends In 2019
 
LKIN2019: Lean transformation journey of infra briefing for business agility...
LKIN2019: Lean transformation journey of infra  briefing for business agility...LKIN2019: Lean transformation journey of infra  briefing for business agility...
LKIN2019: Lean transformation journey of infra briefing for business agility...
 
Kin2020- flow based product development- an experience report
Kin2020-  flow based product development- an experience reportKin2020-  flow based product development- an experience report
Kin2020- flow based product development- an experience report
 
Agile Metrics
Agile MetricsAgile Metrics
Agile Metrics
 
DevOps feedback loops
DevOps feedback loopsDevOps feedback loops
DevOps feedback loops
 
Agile Metrics V6
Agile Metrics V6Agile Metrics V6
Agile Metrics V6
 
How Does IBM Do Agile
How Does IBM Do AgileHow Does IBM Do Agile
How Does IBM Do Agile
 
Simple Lean Agile KPIs
Simple Lean Agile KPIsSimple Lean Agile KPIs
Simple Lean Agile KPIs
 
Agile Course Presentation
Agile Course PresentationAgile Course Presentation
Agile Course Presentation
 
Lean and Agile SAP
Lean and Agile SAPLean and Agile SAP
Lean and Agile SAP
 
Product Backlog - Refinement and Prioritization Techniques
Product Backlog - Refinement and Prioritization TechniquesProduct Backlog - Refinement and Prioritization Techniques
Product Backlog - Refinement and Prioritization Techniques
 
Agile Metrics for Senior Managers and Executives
Agile Metrics for Senior Managers and ExecutivesAgile Metrics for Senior Managers and Executives
Agile Metrics for Senior Managers and Executives
 
Agile lean software development principles
Agile  lean software development principlesAgile  lean software development principles
Agile lean software development principles
 
Scrum and Kanban guide
Scrum and Kanban guideScrum and Kanban guide
Scrum and Kanban guide
 
2015 06-24 innovation in the large enterprise final-v2
2015 06-24 innovation in the large enterprise final-v22015 06-24 innovation in the large enterprise final-v2
2015 06-24 innovation in the large enterprise final-v2
 
Agile Metrics : A seminal approach for calculating Metrics in Agile Projects
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsAgile Metrics : A seminal approach for calculating Metrics in Agile Projects
Agile Metrics : A seminal approach for calculating Metrics in Agile Projects
 
Scrum with value streams - Can you finally get rid of waterfall thinking?
Scrum with value streams - Can you finally get rid of waterfall thinking?Scrum with value streams - Can you finally get rid of waterfall thinking?
Scrum with value streams - Can you finally get rid of waterfall thinking?
 
DevOps Approach (Point of View by Ravi Tadwalkar)
DevOps Approach (Point of View by Ravi Tadwalkar)DevOps Approach (Point of View by Ravi Tadwalkar)
DevOps Approach (Point of View by Ravi Tadwalkar)
 

Ähnlich wie Enterprise Agile - Hybrid of Methods

Lean and Kanban-based Software Development
Lean and Kanban-based Software DevelopmentLean and Kanban-based Software Development
Lean and Kanban-based Software DevelopmentTathagat Varma
 
Finding The Agile Sweet Spot
Finding The Agile Sweet SpotFinding The Agile Sweet Spot
Finding The Agile Sweet SpotCharles Husemann
 
Agile project management using scrum
Agile project management using scrumAgile project management using scrum
Agile project management using scrumPrudentialSolutions
 
Agile Pmi 102108 Final
Agile Pmi 102108 FinalAgile Pmi 102108 Final
Agile Pmi 102108 Finalbmcglin
 
Presentation by lavika upadhyay
Presentation by lavika upadhyayPresentation by lavika upadhyay
Presentation by lavika upadhyayPMI_IREP_TP
 
Close to agile
Close to agileClose to agile
Close to agilephilywu
 
CampusSDN2017 - Jawdat: Product Management and Agile Development
CampusSDN2017 - Jawdat: Product Management and Agile DevelopmentCampusSDN2017 - Jawdat: Product Management and Agile Development
CampusSDN2017 - Jawdat: Product Management and Agile DevelopmentJawdatTI
 
Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Naresh Jain
 
Simplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless ToolsSimplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless ToolsSauce Labs
 
Discover the benefits of Agile - 2015
Discover the benefits of Agile - 2015Discover the benefits of Agile - 2015
Discover the benefits of Agile - 2015Angelo Kallinikos
 

Ähnlich wie Enterprise Agile - Hybrid of Methods (20)

Connectthe dots pm_world
Connectthe dots pm_worldConnectthe dots pm_world
Connectthe dots pm_world
 
Agile Development Process
Agile Development ProcessAgile Development Process
Agile Development Process
 
India Agile Week 2015
India Agile Week 2015India Agile Week 2015
India Agile Week 2015
 
Lect7
Lect7Lect7
Lect7
 
Lect7
Lect7Lect7
Lect7
 
Fundamentals of Agile
Fundamentals of AgileFundamentals of Agile
Fundamentals of Agile
 
5 Whys of Scrum
5 Whys of Scrum5 Whys of Scrum
5 Whys of Scrum
 
Lean and Kanban-based Software Development
Lean and Kanban-based Software DevelopmentLean and Kanban-based Software Development
Lean and Kanban-based Software Development
 
Finding The Agile Sweet Spot
Finding The Agile Sweet SpotFinding The Agile Sweet Spot
Finding The Agile Sweet Spot
 
Agile project management using scrum
Agile project management using scrumAgile project management using scrum
Agile project management using scrum
 
Agile testing
Agile testingAgile testing
Agile testing
 
Agile Pmi 102108 Final
Agile Pmi 102108 FinalAgile Pmi 102108 Final
Agile Pmi 102108 Final
 
Presentation by lavika upadhyay
Presentation by lavika upadhyayPresentation by lavika upadhyay
Presentation by lavika upadhyay
 
The Devops Handbook
The Devops HandbookThe Devops Handbook
The Devops Handbook
 
Close to agile
Close to agileClose to agile
Close to agile
 
DevOps
DevOpsDevOps
DevOps
 
CampusSDN2017 - Jawdat: Product Management and Agile Development
CampusSDN2017 - Jawdat: Product Management and Agile DevelopmentCampusSDN2017 - Jawdat: Product Management and Agile Development
CampusSDN2017 - Jawdat: Product Management and Agile Development
 
Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas
 
Simplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless ToolsSimplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless Tools
 
Discover the benefits of Agile - 2015
Discover the benefits of Agile - 2015Discover the benefits of Agile - 2015
Discover the benefits of Agile - 2015
 

Mehr von Maris Prabhakaran M (15)

Hum Bus-Dev-Sec-Ops
Hum Bus-Dev-Sec-OpsHum Bus-Dev-Sec-Ops
Hum Bus-Dev-Sec-Ops
 
Leadership kata
Leadership kataLeadership kata
Leadership kata
 
Kanban workshop vietnam
Kanban workshop vietnamKanban workshop vietnam
Kanban workshop vietnam
 
Kanban workshop vietnam
Kanban workshop vietnamKanban workshop vietnam
Kanban workshop vietnam
 
Scrum master who sold his authority
Scrum master who sold his authority Scrum master who sold his authority
Scrum master who sold his authority
 
Devops
DevopsDevops
Devops
 
Unity in Diversity Agile in IT service org
Unity in Diversity Agile in IT service orgUnity in Diversity Agile in IT service org
Unity in Diversity Agile in IT service org
 
A littlebook about agile
A littlebook about agileA littlebook about agile
A littlebook about agile
 
Gandhi as an agile coach
Gandhi as an agile coachGandhi as an agile coach
Gandhi as an agile coach
 
Test Driven Development
Test Driven DevelopmentTest Driven Development
Test Driven Development
 
Strategic enteprise agile
Strategic enteprise agileStrategic enteprise agile
Strategic enteprise agile
 
Scaling agile
Scaling agileScaling agile
Scaling agile
 
Thiruvalluvar as scrum master
Thiruvalluvar as scrum masterThiruvalluvar as scrum master
Thiruvalluvar as scrum master
 
Safedad
SafedadSafedad
Safedad
 
Isec
IsecIsec
Isec
 

Kürzlich hochgeladen

Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 

Kürzlich hochgeladen (20)

Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 

Enterprise Agile - Hybrid of Methods

  • 1. 1 Enterprise Agile Hybrid of Methodologies Maris Prabhakaran M PMP,PMI-ACP,CSM,CSP,TOGAF9,PRINCE2 ,SPC,PMOC,ITIL,SCEA
  • 2. 2 Why hybrid of Methodologies Scrum + XP + Kanban Lean + Agile Synergies Appendix Agenda Lean + Agile
  • 3. 3 Why Hybrid of Methodologies Agile implementation is broadening from small development project to larger projects and scale out to address entire value chain of the organisation. In fact Agile is going beyond systems development and address the alignment between IT and business and the design and operation of entire Enterprise. One method will not fit the organisation Hybrid of methods are required Do not develop an attachment to any one weapon or any one school of fighting. Miyamoto Musashi a 17th century Samurai Twin sword fighting technique
  • 4. 4 What Industry feels about Agile? 4 Are the agile teams distributed? Reasons for adopting agile Benefits realized from implementing Agile How many separate locations or sites are using Agile 89% of the surveyed said they saw ≥ 10% ‘Increased Productivity’ 56% saw ≥ 25% ‘Increased Productivity” Early Potentially Shippable product
  • 5. 5 Where Does Agile fit into an IT Organization Storage Mainframes Servers Middleware IT Ops Mgmt Systems Data Centers End User devices Applications Tools Projects Firewall Goal 1 Objective 1 Objective 2 Goal 2 Objective 3 Objective 4 Programs Project 1 Project 2 Dashboards Governance councils IT Demand BU 1 GEO A BU 2 GEO A BU 3 GEO B Infrastructure and Operations Application devp.& maintenanceGovernance and Compliance ITStrategy formulation Kanban + XP + Scrum XP + Scrum Lean + Scrum Selecting Right tools to improve Enterprise Agility IncreasingEnterpriseAgility Lean + Scrum
  • 6. 6 GOVERNANCEDEMAND MEASUREMENT DISTRIBUTIONWORKFLOW EnterpriseTransformation requires Hybrid of Agile TOOLS CULTURE Hybrid of Agile ALIGNMENT
  • 7. 7 Hybrid of Scrum ,XP and Kanban Agile Framework + XPXPXPXPSCRUMSCRUMSCRUMSCRUM INVEST model to decompose optimal stories Story points to task estimation and Velocity Deliverables “doneness” criteria Vision process and themes approach Manage changes actively, using Product Backlog Test Driven Development – for quicker debugging Pair Programming – high quality code, collective ownership Code Refactoring –reduced technical debt Continuous Integration – lesser code breaks. painless releases Automated testing – test regression and release readiness Agile Umbrella Scrum simplified roles + XP Engineering Principles + Kanban board KANBAN
  • 8. 8 Lean + Agile FLOW Lean uses special principles & tools to map the value stream, optimize flow, and remove waste, and solve problems. Agile uses roles & practices to enable pull based & frequent delivery of value, collaboration, & continuous improvement. LEAN AGILE Any system is only as efficient and capable as the largest constraint, at any given time, will allow. WASTE
  • 9. 9 Agile Implements Lean Principles Lean Agile/Scrum/XP Capacity Planning (Queing Theory) Enterprise Backlogs, Product Backlogs, Prioritization based Biz Value, Release Planning, Pull (Kanban) Prioritized backlog, Kanban (Scrum board) tracking/status, Feature focused, User Scenarios to Stories, Personas, Iterative and Incremental, User Acceptance Testing, Sprint Goals, Sprint Planning (only 1-2 iterations), Takt Time (customer to customer) Backlog to Production measurement Single Piece Flow Small stories, feature based/slicing and swarming, Iterative and Incremental Waste Elimination Only develop stories that are actionable, only do what’s absolutely necessary, simplicity in all things, automation, excellence in engineering, Lean Agile/Scrum/XP Standardization Standard dev practices, framework usage, communications model Value Threads Story Mapping from Roadmap to Release to MMF to Epic to Story Automation Automated testing, Continuous Integration, Code Health, Easy Deploy Line Stop (Jidoka, Poka Yoke, Andon) Refactor, Reuse, Big Visuals, Iterate, Incremental Fail Fast Iterate, Inspect and Adapt, Retrospectives No defects No defects, Definition of Done, Test Driven Development, Refactor, Shippable code Lean Agile/Scrum/XP Go See Yourself Customer close by, Prototypes, Iterative and Incremental, Early Deploy Remove Waste Customer close, decisions at lowest level, good estimation, actionable user stories, no goldplating, team instead of cowboy, remove needless metrics, automation of almost all testing, no over-the-wall, biz/IT combined teams, simplify governance, daily standups Workload Leveling, Concurrent Eng. Small stories, slicing and swarming, cross-functional team, daily standups Quick Changeover Cross-functionalteam, simple and repeatable practices, no indiv. Code ownership, consistent build and deploy, team rotations, daily standups Automation Automated test, integration, build, deploy tools, andon, communication Orthogonal Arrays OATS Pairing with Dev and QA, Automation Increased accessibility to Value Optimal use of Resources Efficiency and Capability, Speed Cycle Time Cost Quality
  • 10. 10 Waste elimination using Agile Waste Category Application to SW How Scrum/XP Resolves Inventory Partially Done Work Shorter iteration cycles Smaller inventory of detailed requirements – Product backlog with complete User Stories Extra Processing Unnecessary docs Focus on the end product and less documentation, simplicity in code, automate everything possible Over Production Extra Features Prioritization of product backlog helps to do away with nice to have features which are waste Transportation Building the wrong thing Prioritized and actionable User Stories, Clear Acceptance Criteria, Customer/PO involvement, & Demos Waiting Waiting for info, Handoffs Product owner exists and is engaged daily, cross functional teams with everyone included to deliver the Sprint, Pair programming Motion Task Switching Slicing, Swarming, Use of DSM, Co-Located (or using W- GAME), Defects Defects Definition of Done, TDD, Test first, Defects must be fixed during sprint
  • 11. 11 • Release Planning ensures that real customer needs are pursued. • Prioritized Backlogs ensure that the most important/valuable items are completed first, giving the most value the soonest. • Iterative and incremental sprint cycles ensure that changes can be made to move with the customer and only add what is valuable – removing waste due to delivering something not valuable. • Potentially Shippable Software is released every sprint enabling a clear and early value delivery to the customer. This increases ROI and reduces cost. Value Flow • Prioritized backlogs reduce investment on work that is not valuable. • Iterative and incremental cycles enables the business to cease work when enough value has been achieved, reducing wasted time spent creating lower value results. • Planning by sprints allows only the necessary amount of planning to be done, since the true outcome cannot be known until it is being delivered. • Only minimal documentation and other deliverables are created, reducing the wasted time in production, maintenance, and rework when poorly managed. Eliminate Waste • Daily scrums increase communication and ensure that the team can be proactive, changing as needed based on the conditions. • Retrospectives enable the teams to learn about one another, their work, and how to get better. • Frequently released software enables more frequent feedback from the customer, enabling more adaptive change to meet their needs. • Product Owners/Customers work directly with the creators of value, providing direct feedback about the outcome. Increase Feedback • Iterative and incremental work periods enable the results to be delivered as soon as they are good enough. • Two – Four week iterations is enough time to get work done, but not enough to waste, which ensures that people work to reduce wasted time. • Definition of Done ensures that as the work products are being created, they are completely ready for customers. • Inspect and Adapt allows the organization to change course and still produce results in much less timeframe than normal. Deliver Fast • Test Driven Development helps ensure that the software is built to achieve the criteria designed for it. • Testing happens at the beginning, not at the end of development process ensuring that higher quality can be achieved. • Definition of Done specifies specifically all the steps that must be taken to release the software, not just the coding of the software. • Enhanced roles in Scrum/XP ensure that everyone is concerned about and takes ownership of quality. The ScrumMaster helps ensure impediments are removed, thus enabling clearer understanding of the work and higher quality. Build Integrity In • Teams are cross-functional, enabling a multi-faceted look at problems and opportunities, ensuring that many angles are thought about during creation – the cheapest time in the lifecycle for fixing errors. • Development selecting items from the backlog to work from • Selection of work Vs assignment of tasks • Product owners working directly with the team reduce wasted due to time delays in communication. Empower The Team • Delay requirements that are architecturally not significant till the last responsible moment (AS Late As Possible) Delay Commitment • Product Owner/Customer collaboration ensures that only what is needed is produced, at the right quality, and in the right time. • Demos show value to the customer early. • The ScrumMaster helps remove impediments in and outside of the team. Resolve Constraints • Release plan provides the end to end view at a high level • Break functionality into vertical slices to get a end to end view See the Whole Lean & Agile Synergies DSM VOICE OF THE CUSTOMER INCREASE FEEDACK 5S AUTOMATION VALUE STREAM MAPPING ANDON VISUAL CONTROL QUALITY FUNCT. DEPLOYMENT ROOT CAUSE ANALYSIS SIPOC ANALYSIS KANBAN BOARD CUSTOMER PULL THEORY OF CONSTRAINTS KAIZEN LEAN AGILE FRAMEWORK LEAN TOOLS
  • 14. 14 Why Lean Agile? • Better Return on Investment (ROI) • Short releases will make the product available with high business value features early in the cycle • Faster Time to Market enables earlier earning and learning • Doing most important work quickly results in delivery of real customer value • Productivity and code quality improvements • Continuous attention to technical simplicity (just-enough/right-size) • Defect prevention rather than defect verification through practices like continuous integration and Acceptance tests • High test-coverage – great impact on code quality • Increasing Probability of Success through close collaboration and reduction of risk • Business and the IT team collaborate through out the development cycle through creation of requirements, Iteration Planning, Demo etc • High technical risk and high business value requirements are implemented early in the cycle • Flexibility of implementation of requirements • Iterative delivery of the requirements • Re-prioritization of requirements is possible at the end of each Iteration • Better management and Reduction of requirement volatility • Iterative and Incremental approach with the prioritized backlog of requirements • Better understanding of requirements by having acceptance tests within it • Better management of Project Schedule and Cost • Iterative and Incremental approach with the prioritized backlog of requirements • Burndowns for Releases and Iterations/Sprint create transparency • Higher quality due to continuous integration reduces cost of late stage defect rework
  • 17. 17 ProductProduct Owner • Define the features of the product • Decide on release date and content • Be responsible for the profitability of the product (ROI) • Prioritize features according to market value • Adjust features and priority every iteration, as needed • Accept or reject work results ScrumScrum Master • Represents management to the project • Responsible for enacting Scrum values and practices • Removes impediments • Ensure that the team is fully functional and productive • Enable close cooperation across all roles and functions Team • Typically 5-9 people • Cross-functional: • Programmers, testers, user experience designers, etc. • Teams are self-organizing How Scrum works
  • 20. 20 XP
  • 21. 21 Essence of XP (eXtreme Programming ) 21 • eXtreme Programming is a discipline of software development based on values of simplicity, communication,feedback, and courage. It works by bringing the whole team together in the presence of simple practices,with enough feedback to enable the team to see where they are and to tune the practices to their unique situation. • It is distinguished from other methodologies by : • Its early, concrete, and continuing feedback from short cycles. • Its incremental planning approach, which quickly comes up with an overall plan that is expected to evolve through the life of the project. • Its ability to flexibly schedule the implementation of functionality, responding to changing business needs. • Automated tests written by programmers and customers to monitor the progress of development, to allow the system to evolve, and to catch defects early. • Oral communication, tests, and source code to communicate system structure and intent. • Evolutionary design process that lasts as long as the system lasts. • Close collaboration of programmers
  • 22. 22 XP - Why is it called eXtreme Programming? 22 Taken known best practices to eXtreme levels • If code reviews are good, we will review the code all the time • If testing is good, everybody will test all the time • If design is good, we will make it part of everyone’s daily business • If simplicity is good, we will leave the system with the simplest design that supports current functionality • If integration testing is important, then we will integrate and test several times a day • If short Iterations are good, we will make the Iterations very short
  • 23. 23 23 Communication Communication builds a thread of trust at all levels (customer, end users, developers, QA) and it improves the collaboration among the project stakeholders. Simplicity Simplicity stresses to build system in such a way that is enough to meet the requirements that are available today. Feedback Feedback highlights the opportunities for improvement. Feedback from customer and peers plays important role in refining the system under development. Courage Courage breaks the cultural barriers and enables higher communication with constructive feedback. Courage builds ground for feedback giving and receiving. Respect Team members should not feel unappreciated or ignored. This ensures high level of motivation and encourages loyalty toward the team, and the goal of the project Values of XP
  • 25. 25 XP (eXtreme Programming) Practices 25 1. Planning game - Programmers estimate effort of implementing customer stories and customer decides about scope and timing of releases 2. Metaphor - Guides all development with a simple shared story of how the whole system works 3. Simple design - The system should be designed as simple as possible at any given moment 4. Test First - Programmers continually write unit tests, which must run flawlessly for development to continue
  • 26. 26 XP (eXtreme Programming) Practices 26 5. Refactoring - As programmers add new features to the project, the design may start to get messy. If this continues,the design will deteriorate 6. Short/Small releases - Programmers build the system in small releases defined. A Iteration is typically for about two weeks 7. Pair Programming - All production code is written with two programmers at one machine 8. Continuous Integration - Integrate and build the system many times a day, every time a task is completed. New builds as soon as code ready
  • 27. 27 XP (eXtreme Programming) Practices 27 9. Collective ownership - The team owns the code. Programmer pairs modify any piece of code they need to 10. On-site customer - Include a real, live user on the team, available full-time to answer questions.customer present and available full-time for team 11. 40 hour week - Work no more than 40 hours a week as a rule. Never work overtime a second week in a row. maximum 40-hour week 12. Coding standards — Programmers write all code in accordance with rules emphasizing communication through the code
  • 29. 29 KANBAN 29 • Visualize the workflow • o Split the work into pieces, write each item on a card and • put on the wall. • o Use named columns to illustrate where each item is in • the workflow. • • Limit Work In Progress (WIP) – assign explicit limits to how • many items may be in progress at each workflow state. • Measure the lead time (average time to complete one item, • sometimes called “cycle time”), optimize the process to make • lead time as small and predictable as possible.