Transitioning To Agile
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The document discusses transitioning to agile software development, highlighting key concepts such as incremental and iterative processes, collaboration, and the importance of defined roles within agile teams. It stresses the need for executive commitment, careful planning, and the potential cultural impacts when adopting agile practices. Various roles in agile teams, along with practices for managers, developers, and testers, are outlined, emphasizing the necessity for team involvement and continuous integration.
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Transitioning To Agile
- 2. Transitioning to Agile Vivek Prahlad, ThoughtWorks [email_address]
- 3. Agenda A brief introduction to Agile
- 4. Agenda A brief introduction to Agile Before starting off a transition
- 5. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition
- 6. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition What transitioning to agile means for teams
- 7. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition What transitioning to agile means for teams Myths and Antipatterns
- 9. Agile is a way of developing software that's all about acknowledging (and embracing) change
- 10. Incremental
- 11. Iterative
- 12. Adaptive
- 13. What is Agile? Incremental Build a system gradually Demonstrate progress
- 14. What is Agile? Incremental Build a system gradually Demonstrate progress Iterative Multiple releases (every month or so) Iterations (usually one or two weeks)
- 15. What is Agile? Incremental Build a system gradually Demonstrate progress Iterative Multiple releases (every month or so) Iterations (usually one or two weeks) Adaptive Accommodate changes to goals Incorporate feedback, lessons learned
- 16. The pillars of Agile Collaboration Testing Automation Feedback
- 17. Agile teams
- 18. Working on a Agile team Representation across all roles Developers, Analysts, Testers, Iteration / Project Managers Whole team part of iteration planning Unit of work is the 'User Story' Includes acceptance criteria
- 19. Example As a customer, I'd like to pay for books with a credit card Acceptance tests Check payments with Visa Check payments with Discovery Should not allow payments with invalid card Should inform about declined payments
- 20. Release planning Involves all stakeholders Helps set goals for development Typically 1-3 months horizon Prototypes, R & D Final output: Release plan (features, stories) Estimates
- 21. What do iterations look like? Analysis - 2 Analysis - 3 Development - 1 Development - 2 Testing - 1 Analysis - 4 Development - 3 Testing - 2 Time Iteration 1 Iteration 2 Iteration 3
- 22. What do iterations look like?
- 23. Flavours of Agile Xtreme Programming (XP) Scrum Feature Driven Development DSDM
- 24. XP practices
- 25. Starting off a transition
- 26. Food for thought Transitioning to Agile has consequences Not a silver bullet Not easy Take the time to think through practices And why they exist Executive commitment is critical
- 27. Picking a project: Choose a significant project Greenfield vs existing project
- 28. Picking a team: Full representation of all roles Start small, grow incrementally Even for experienced agile teams Critical to identify a customer Colocated, if possible Team needs to be involved in release planning, introductory sessions
- 29. What transitioning to Agile means for teams
- 30. Agile for developers: Test Driven Development Incremental design and Architecture Refactoring Continuous Integration Craftsmanship Discipline
- 31. Agile for architects: Everything we just talked about No Big Design Up Front
- 32. Agile for testers: Early (and incremental) testing Collaboration with development Collaboration with analysts Automate, automate, automate!
- 33. Agile for analysts: Getting user stories right Story independence Incrementally building features
- 34. Agile for managers: Facilitating vs. Controlling Getting the team what they need Removing roadblocks Self organized teams
- 35. Agile for the team: Collaborative software development Shared workspace Shared responsibility for quality Shared responsibility for meeting team goals
- 36. Cultural Issues Successful agile teams are self-organized Team members choose tools, what they'll be working on Managers as facilitators vs directors Close collaboration – too close for comfort?
- 37. Getting started
- 38. Getting started Starting with a retrospective Release planning Picking practices Retrospectives
- 39. Starting with a retrospective Helps identify issues that need solving Allows the team to prioritize issues that need fixing Can help choose the practices that will address issues
- 40. Release Planning Involves the whole team Helps evolve a shared understanding of what the team is building Recommend a short release plan
- 41. Picking practices Management and technical practices go hand in hand Cherry picking practices requires experience Practices are interdependent Choose an iteration length An experienced Agile coach can help
- 43. Workspaces The design of your workspace matters Large tables more effective than cubicles Informal communication requires close proximity Large monitors, two keyboards per workstation can help Pair Programming
- 44. Quality and Testing Testing an integral part of development Acceptance tests Unit and Integration tests Functional Optional: Performance Tests Test early, Test often Continuous Integration Fix the test vs. Raising a bug
- 45. The Cost of Change
- 46. The Cost of Change Defect found during TDD
- 47. The Cost of Change Defect found during continuous integration Defect found during TDD
- 48. The Cost of Change Defect found during continuous integration Defect found during TDD Defect found due To active stakeholder participation
- 49. Visibility for stakeholders Release plan Story wall Agile Project Management tools can help
- 50. Retrospectives Helps bring out issues Improvement, not assigning blame Important to fix the top few major issues Repeated at regular intervals Can help improve processes, team structure, productivity, etc Recommend external facilitators
- 51. Tools for agility: Wikis can help enhance collaboration Several agile project management tools now available Xunit tools IDEs that support refactoring Continuous Integration tools (like CruiseControl)
- 53. Myths Scrum equals Agile No documentation Cowboy coding Don’t know what’s round the corner
- 54. Antipatterns Trying to force-fit Agile into CMM Separate testing team Too much scale Using the wrong tools
- 55. Summary Transitioning to agile needs (a lot of) homework Need to know where you are... ... and what you'd like to get to Don't underestimate the cultural impact Several new skills for everyone to learn Start small, scale can wait Iterate, tweak, improve
- 57. All responses to questions will be posted at http://thoughtworker.com/masterclass To know more about our events and up coming webinars please visit www.thoughtworker.com/events To get in touch with us, please email us at [email_address]