tim arthur: "unorthodox agile"
Post on 27-Jan-2017
298 Views
Preview:
TRANSCRIPT
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
UNORTHODOX AGILE
TIM ARTHUR, DISTINGUISHED R&D PROGRAM MANAGER, SAS
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Agile practitioners are familiar with standard measurements such as burn-ups,
burn-downs, and velocity charts along with others in their toolbox. It is though,
a box. What about non-standard measurements? Agile encourages innovation
and a different mindset. This presentation will reveal three non-standard
measurements that prompt a new line of thinking and different ways to
improve your oversight and effectiveness. You’ll be able to apply these back at
the office using available data.
Presentation abstract
Hidden slide
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Tim Arthur (PMP, CSM, PMI-ACP) has been with SAS 16 years and serves as
a Distinguished R&D Program Manager. He was formerly with IBM (17) and
the USAF (4). He’s managed multiple, global, 24×7 mission critical projects,
successfully. His experience with management, project, and program
management converge into his overall role as SAS Agile Champion, trainer,
coach, and scrum-master. Outside of SAS he has lectured at Duke, Stanford,
and has been asked to review Agile books. He earned his BS from Nova
Southeastern and MS from Georgia Tech. He enjoys writing about his work
experiences such as through the SAS.com blog, Sys-con, Stanford Strategic
Execution conference, PMI Global Congress, and ProjectManagement.com
(the 5 Ws, risk, project management myths, and collaboration). He’s an avid
photographer, biker, kayaker, and walker, co-leader of the NC PMI Agile
Community, and co-founder of JOYAMP.com.
Speaker bio
Hidden slide
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
WELCOME!
Key assumption test:
The audience is very familiar
with agile scrum.
https://lymart.files.wordpress.com/2015/03/yes-no.jpg
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SPEAKER
• Tim Arthur (Tim.Arthur@sas.com)
• USAF, Nukes
• IBM, PCs
• MS GaTech Management of Technology
• SAS, Agile Champion
• PMP, CSM, PMI-ACP
• Hobbies: biking, kayaking, photography, non-profits
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
About SAS
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SAS
• World’s vendor in the business intelligence market
• Customers in 141 countries
• 13,775 employees
• 39 years of growth
• Loyal customer and
employee base
• 93 of top 100
companies on
Fortune Global 500 are are
SAS customers
http://www.sas.com/en_us/company-information.html#stats
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SAS GIVES YOU THE
POWER TO KNOW®
• Originally served agricultural customers
• Now serving multiple industries
• One of our core values: Swift and agile
http://www.sas.com/en_us/home.html (Industries)
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Agile Metrics
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SHOUT OUTS
• How many different agile measurements exist?
http://top10binarystrategy.com/wp-content/uploads/30-seconds-strategy.jpg
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
AGILE
MEASUREMENTS
• North of 20
• Too enamored?
• Agile?
• Box mentality.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
OBJECTIVE
Move from to thinking.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
QualityQuality
Quality stems from team
health, successful demos,
and transparency in
tracking & reporting.
+ Good engineering practices
Technical debt reduction
CI & test automation
Code reviews
Others
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
VALUE DRIVERS
Demos
(Scope)
Progress
(Schedule)
Teaming
(Resources)
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Teaming
(Resources)
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
GREAT TEAMS
DRIVE GREAT AGILE
Results
Leaders
Starters
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
TEAMING INDEX SENSE WHEN THESE OCCUR, OR GET SKIPPED.
Dynamic Questions
Training Is the whole team trained?
Are there training niche opportunities?
Team agreements
(social contract)
Are they in place?
Honored?
Updated?
Retrospectives Used often enough?
Action items listed?
Actions tracked?
Scrums attended?
Active and transparent feedback?
Morale
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Demos
(Scope)
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SUCCESSFUL
DEMOSWORKING ASSUMPTIONS
1. A greater percentage of the planned stories are completed (done done)
2. Demos are scheduled and they occur
3. The product owner is delighted with the results of the demo
4. Stakeholders attend and provide valuable feedback
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Missing or unsuccessful demos
It is unlikely that customer expectations will be met.
Successful demos
There is a more likely chance that customers will be happy.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
DATA EXAMPLE A OR B?
Demo Date Demo
held?
Product
owner score
1 2015-01-15 N -
2 2015-02-15 Y 80%
3 2015-03-15 N -
4
5
6
A BDemo Date Demo
held?
Product
owner score
1 2015-01-15 Y 60%
2 2015-02-15 Y 70%
3 2015-03-15 Y 75%
4
5
6
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Progress
(Schedule)
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
DILEMMA 1 THE REAL QUESTION
• Do you ask your team to track story points (or equivalent)?
• Do they?
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
DILEMMA 2 CARDINAL RULE
Thou shalt not measure velocity across teams.
https://www.mountaingoatsoftware.com/blog/why-i-dont-use-story-points-for-sprint-planning
And as Mike Cohn would say:
Velocity is a useful long-term predictor
but is not a useful short-term predictor.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
NORMALIZE STORY
POINT DATA
Regardless of complexity and “story point” value,
each story = one point
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
NORMALIZE
PROJECT
SCHEDULES
Release content aligns to team capacity
and stories that have been committed to a specific
release are noted as such.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
NORMALIZE
PROJECT
SCHEDULES
Regardless of release size,
all projects have a release start and end date.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
% Stories
designated for
the release
that are
completed
% Time that is elapsed into this release
Above the dotted
line may indicate
things are going
well Below the dotted line may
indicate we are behind or
over-committed
100
0 100X
Y
Dashboards can be done for one team, sub-sets, or all teams.
ELI: ENTERPRISE LEVEL INSIGHTS CHART
Less sure about scope More sure
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
OBJECTIVE
Move from to thinking.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
So then1
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
But we’ve always done it this way.
I like the ideas but they won’t.
We don’t have time.
Things are ok now.
I can, whenR
ButR
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
POPULAR, ANNUAL
REPORT FROM A
TOOL VENDOR
• Representative? Probably.
• A few thousand polled each
year
• Research conducted by
analysis.net
• Summary at right does not
include all agile methods
(does not total to 100%)
http://www.versionone.com/
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SEARCH TEAM: AGILE
https://www.google.com/trends/explore#q=agile (2004-9/2015)
4582
scrumban
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
http://cliparts.co/cliparts/qiB/Xb5/qiBXb5M5T.png
Form teams
of two
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
What can I propose or enact immediately?
1At our next sprint or release boundary?
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Image from http://ditio.net/wp-content/uploads/2011/11/Question-Mark.jpg; http://ditio.net/wp-content/uploads/2011/11/Question-Mark.jpg
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Thank you!
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .sas.com
WWW.SAS.COM
top related