Agile project management in IT - Sebastian Sussmann

Agile Project management in IT
V150623

www.axon.vnfb.com/AxonActiveVietNam
Who we are?
Dipl.-Ing. Sebastian Sussmann easy, just call me: Sebi
Born in Germany
Living and working since 2003 in Switzerland and since 2008 also in Vietnam
Studied at Brandenburg University of Technology Cottbus (BTU), Germany
Swiss Federal Institute of Technology Zürich (ETH), Switzerland
IT developing experience started at university in 1995
Institute for Automation Engineering - IFAT, network and WEB-Application,
Otto-von-Guericke-University Magdeburg, Germany
Multimedia Centre Cottbus (BTU), Germany
3D Print @ Swiss Federal Institute of Technology Zürich (ETH), Switzerland
Mappuls AG, Lucerne, Switzerland
Axon Active AG, Luzern, Switzerland
Axon Active Vietnam Co. Ltd., Ho Chi Minh City, Vietnam
Trainer at ECCInternational
Email sebastian.sussmann@axonactive.vn
http://vn.linkedin.com/in/sussmann
https://www.scrumalliance.org/community/profile/ssussmann

Axon Active Vietnam
We care about the community

!Agile is now a mainstream
Gartner Blog 2010

The Productivity in your Team?
How are is your Productivity?

Keeping a Team together doesn’t
create a high-performance …
Individuals and Interaction - Teamwork

Outcome?
How is your outcome?

?What we have to do
to do agile
?What is the framework …

Software development …
Responding to change

Commodore CBM 8040
CPU: MOS 6502, 1 MHz
RAM: 32 kB
ROM: 20 kB, including BASIC 4.0
- 12" monochrome monitor
- single piezo "beeper“ sound
- dual disk drive (5.25“, 1.2 MB)
…
Philips PORTY
Mobile phone BSA52
High: 622mm
Wide:177mm
Deep:117mm
Weight: 3,7 kg
Standby: ~2 h

Commodore CBM 8040
CPU: MOS 6502, 1 MHz
RAM: 32 kB
ROM: 20 kB, including BASIC 4.0
- 12" monochrome monitor
- single piezo "beeper“ sound
- dual disk drive (5.25“, 1.2 MB)
…
Philips PORTY
Mobile phone BSA52
High: 622mm
Wide:177mm
Deep:117mm
Weight: 3,7 kg
Standby: ~2 h
Arduino Duemilanove
Flash Memory 32 KB
EEPROM 1 KB (ATmega328)
Clock Speed 16 MHz
Raspberry Pi® Model A
CPU 700 MHz
RAM 256 MB
Supported memory cards SD, MMC
USB 2.0, RCA (VHS), HDMI™

Schedule

Software
Working Software

Costs
Earlier founded bugs are cheaper
Costs
Working Software

Documentation
Working Software

the VISION
Software, one Idea and what will happen now?
Customer collaboration

Requirements
We ignored the fact that many customers don’t know what they want.
We ignored that fact that even when they know what they want, they can’t
describe it.
We ignored the fact that even when they can describe it, they often describe a
proposed solution rather than the real need.
We ignored, that a lot of Customer give us a solution but not the Problem. …
Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) by Dean Leffingwell

Requirements
This was the development of the team, weight just 100g
e.g. Customer ask for a light suitcase…. We developed this:

Requirements
This was the development of the team, weight just 100g
Weight: 3,5kg
e.g. Customer ask for a light suitcase…. We developed this:
but finally the customer bought this from the competitor, with wheels…

Requirements

Individuals
Individuals and interactionsCustomer collaboration
Customer Manager, Team Leader, … User
Architect Designer Developer Tester
Idea Requirement Software (product)
VISION Product

Software process (iterative / agile)
Waterfall model
Spiral model
Rational Unified Process (RUP)
Open Unified Process
Prototype Model
V-Model
W-Model (with pre test phase)
Extreme Programming (XP)
Crystal Family
XUP: XP + RUP + MSF
OPEN
Scrum
Kanban IT
Source: http://de.wikipedia.org/wiki/Liste_von_Softwareentwicklungsprozessen
Stage-Gate-Model
Personal Software Process
Plastic Interface for Collaborative Technology
Initiatives through Video Exploration
Process Patterns
Enterprise Unified Process
Microsoft Solutions Framework
Team Software Process
Model Driven Software Development
Feature Driven Development (FDD)
Hermes (EDV) swiss project model
ROPES (Rapid Object-oriented Process for
Embedded Systems)
CMMI (Capability Maturity Model Integration)
ISO 12207, Software Life Cycle Processes
ISO 13407,
User Orientet Shaping Interactive System
ITIL V3 (set of best-practices for IT
service management (ITSM))
...

?
How can we solve all
this and more

Waterfall
Requirements
(Project Manager)
Design
(Architect)
Code
Test
(Tester)
(Developer)





Waterfall
Requirements
Design
Code
Test
Deploy
Maintenance
Tunnel effect
(hidden work & Low product visibility)

?AGILE will solve it

Agile [Thinking]
www.agilemanifesto.org
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
http://www.agilemanifesto.org

Pumpkin soup …
We know the problem We know the result

Pumpkin soup …
We don’t know all the problems We don’t know the real result
? ?New GOAL
Now we will cook the personal favorite soup for everybody.
How can we start to plan?
They even can change during the last minute…
What should we buy, what do we need, where should we start… ???

Agile [Thinking, Mindset]
http://www.agilemanifesto.org
2001
Agile manifesto +
12 Agile Principles
www.agilemanifesto.org

12 Agile Principles (shortcut)
1. Produce Value Early 7. Working software
2. Welcome Changes 8. Sustainable development
3. Iterative Delivery 9. Technical excellence
4. Daily Business Collaboration 10. KISS – Smart, Sexy
5. Trust motivated team 11. Self-Organized team
6 Face to face 12. Reflect, Adjust, Adapt
www.agilemanifesto.org/principles.html

Lean [production practice]
e.g. Productivity without effectiveness
is WASTE!
maximize customer value while minimizing waste
With reducing production costs
Identify and eliminate waste

Kanban [Method]
• Continuously prioritized queue (limited work item > PULL system)
• Continuously deployment
• Development and maintenance, combined
• Visibly and easy to use
Source: getkanban
stop starting, start finishing

XP (Extreme Programming) [Technical Practice]
Source: http://upload.wikimedia.org/wikipedia/commons/thumb/8/84/Extreme_Programming.svg/500px-Extreme_Programming.svg.png
Driven by coding
- TDD, BDD, …
- Pair coding
- Swarming
- Clean Code
the most important question is:
how to solve the coding,
This mean produce software
With close customer relation to developer
Light documentation, (before and after)
The lifecycle Month: release plan
...
Minutes: code / test

Scrum on a beer coaster

Loop – Scrum Process
Example of a 2 weeks cycle

Loop – Scrum Process
habit* and stability
to get a
potential shippable
product increment
* The psychology say:
“Anything you do and enjoy for more than 21 days, it will get a habit”

Plan-Do-Check-Act (PDCA) cycle
Plan
DoCheck
Act
© http://en.wikipedia.org/wiki/File:W._Edwards_Deming.gif
W. Edwards Deming
(1900 –1993)
or Deming Cycle

Plan-Do-Check-Act (PDCA) cycle
W. Edwards Deming
(1900 –1993)
or Deming Cycle
Plan
DoCheck
Act
© http://en.wikipedia.org/wiki/File:W._Edwards_Deming.gif

Scrum (2 week sprint example)

Responsibility
Team
Build the right things Build the things right
Build it fast
PO
SM
at the right time
does not exist in
traditional methods! > NEW

Happiness and
Customer Satisfaction is the
best measurement of success

Compare
Agile Lean Kanban Scrum XP
Type
The way to THINK Production
PRACTICE
METHOD FRAMEWORK Technical
PRACTICE
Goal
Responsiveness
to changes
Reducing
waste
Maximize
the Flow
Increase the
Speed and
Feedback loop
Improve
software
quality
Implementation
Agile manifesto
12 Agile Principles
With
principles
and
practices
Whiteboard Sprint TDD
Paring
Swarming
You can use them separated or combine them …

Project Requirements
http://de.wikipedia.org/wiki/Aktenordner#/media/File:Aktenordner,_stehend.jpg

Matching what clients expect is often a problem,
mostly because of communication issues
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
We all sit all in the same room, listen to our customers and PO,
we agree on the requirements and specifications
and then we go away and develop something that often does not match
completely what our customers want…
Requirements

Communication EX1
put toothpaste on
the toothbrush,
open mouth,
brush teeth

Communication EX1
You will show it instead of just talking about it.
Because the Child is not an expert yet …
put toothpaste on
the toothbrush,
open mouth,
brush teeth

Adjustments value | The iron triangle
Quality
Budget
Scope
Time
Scope is driven by budget and time in AGILE

Quality
Budget
Scope
Time
Quality
Budget
Scope
TimeOvertime,
Delay, ....
More cost
Team size, ...
TRADITIONAL METHODSAGILE

Requirements
Sometimes
16%
Rarely
19%
Never
45%
Always
7%
Often
13%
Used Functions / Features
The Standish Group Chaos Report

Quality
Budget
Scope
Time
Build the right things Build the things right

1. Everybody has to be involved

create a high-performance until the
Team learn to improve together …

create a high-performance until the
Team learn to improve together …
You have to lead your team …

2. Be visible…

3. Take your responsibility

4. Observe
Use your eyes

5. Use your hands …

Where to start
Starting point in your Organisation
1. Get at least one dedicated long-lived permanent
and cross-functional team
2. Define “Done”
3. Make sure that you get a Product Owner + Scrum Master
4. Keep project managers out …
5. Understand and follow strictly the rules e.g. Scrum (no exception)
Source: www.odd-e.com

www.scrumguides.org

Don’t start to change if you are not an
expert!
Because you don’t know what you do.

The journey will be painful

6. Improve …

Its in your hand,
It’s not the fault of a framework!

!
Don’t forget, why you
want to be agile…

Agile Manifesto
http://agilemanifesto.org/

Agile Principles
1. Produce Value Early 7. Working software
2. Welcome Changes 8. Sustainable development
3. Iterative Delivery 9. Technical excellence
4. Daily Business Collaboration 10. KISS – Smart, Sexy
5. Trust motivated team 11. Self-Organized team
6 Face to face 12. Reflect, Adjust, Adapt
http://agilemanifesto.org/principles.html

(1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
(2) Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
(3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
(4) Business people and developers must work together daily throughout the project.
(5) Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
(6) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
(7) Working software is the primary measure of progress.
(8) Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace
indefinitely.
(9) Continuous attention to technical excellence and good design enhances agility.
(10) Simplicity--the art of maximizing the amount of work not done--is essential.
(11) The best architectures, requirements, and designs emerge from self-organizing teams.
(12) At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

www.scrumbreakfast.vn
Trung Nguyen Café
264A Nam Ky Khoi Nghia Str.
Dist. 3, HCM City
27. June 2015 – 9:00 am
Pattern language for
Team Productivity
Keep in touch:
Email
sebastian.sussmann@axon.vn
http://vn.linkedin.com/in/sussmann

Disclaimer
This presentation is an ongoing work and will be updated and improved frequently.
1. Use
This presentation is produced for Axon Active Vietnam and may be used:
By Sebastian Sussmann for Axon Active Vietnam.
2. Content
The author reserves the right not to be responsible for the whole correctness, completeness or quality of the information which is provided at
this document. If some body will get problems because of using some information out from this presentation, the author will reject all claims.
Because the author can not guarantee the correct use of all provided information. The author done it with the best of one's knowledge and belief
This presentation / document is not complete. The author can add, remove and change it completely or partly at any time.
3. Copyright
The author intended not to use any copyrighted material for the presentation. For the case it was clearly indicated he provide the copyright and
source information at this page to indicate the copyright and the way of use.
The copyright for any material created by the author and the company Axon Active Vietnam is reserved. Any duplication or use of objects such
as images, diagrams, sounds or texts in other electronic or printed publications is not permitted without the author's agreement.
4. References:
http://www.scrumalliance.org
http://www.scrum.org
http://www.odd-e.com
http://www.dasscrumteam.com
http://www.borisgloger.com
http://www.soreco.ch
http://www.axonactive.vn
http://www.agilevietnam.org
http://www.torsten-horn.de
http://www.mountaingoatsoftware.com
http://www.scrumcenter.com
https://getkanban.corporatekanban.com
http://youtu.be/502ILHjX9EE
http://www.seriousplay.com
http://www.innovationgames.com
http://personalkanban.com
http://pomodorotechnique.com
http://www.agile42.com
http://scrumbreakfast.vn
http://openspaceworld.org
Bas Vodde ( from CSM)
Sudipta Lahiri (from Kanban)
Simon Roberts (from CSPO)
Rena Striegel (Leadship)
Henrik Kniberg (Agile Product Ownership in a Nutshell)
Mike Cohn (Effort)

Agile project management in IT - Sebastian Sussmann

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