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THE ROLE OF AGILE ANALYSIS
IN CONTINUOUS DELIVERY
Jenny Wong, Danilo Sato




                             teresafranco
Jenny Wong
                                      @jenny_wong
                                      rockstar business analyst


                                Danilo Sato
                                  @dtsato
Developer, Architect, Coach, DevOps, Trainer
We are hiring!

join.thoughtworks.com
what is
 CD?

                 principles
                     of
                 analysis &
                engineering
    practices
       &
    the role
WHAT IS CONTINUOUS DELIVERY?
development   deployment




WHAT IS CONTINUOUS DELIVERY?
development   deployment




WHAT IS CONTINUOUS DELIVERY?


business
   &
product
Agile breaks this tradition


                  Smithers, we are going to build a giant
                 domain platform to take over the world,

                 I need you to find men to design, develop
                   and test before we roll it out to users.

                                Excellent...
Agile breaks this tradition

 design

          analysis
                      develop
                                test
                                       deploy
Agile breaks this tradition

 design

          analysis
                      develop
                                test
                                       deploy
Agile breaks this tradition

 design

          analysis
                        develop
                                  test
           24 months later               deploy
Agile breaks this tradition

 design

          analysis
                        develop
                                    test
           24 months later                     deploy

           AAaarrrrrrrrgggghhhhhhh
            this isn’t what I want!!

                                  Anybody recognises this?
AGILE 101
                       “Agile” team


                     analysis + design

                      development

customer         testing + showcase

       iteration 0      1   2     3      4
AGILE 101
                       “Agile” team


                     analysis + design                             IT operations
                                              centralised QA
                      development            QA + integration   release + operation

customer         testing + showcase

       iteration 0      1   2     3      4
AGILE 101
                       “Agile” team


                     analysis + design                                      IT operations
                                              centralised QA
                      development            QA + integration         release + operation

customer         testing + showcase
                                                          The “Last Mile”
       iteration 0      1   2     3      4
AGILE 101
                       “Agile” team


                     analysis + design                                      IT operations
                                              centralised QA
                      development            QA + integration         release + operation

customer         testing + showcase
                                                          The “Last Mile”
       iteration 0      1   2     3      4


                            AAaarrrrrrrrgggghhhhhhh
                             this is still too slow!!
CONTINUOUS DELIVERY

  customer



  delivery
   team
             constant flow of new features into production
CONTINUOUS DELIVERY

            customer



             delivery
              team
                        constant flow of new features into production


Software always production ready
Build quality in
Releases tied to business needs, not operational constraints
CONTINUOUS DELIVERY

            customer



             delivery
              team
                        constant flow of new features into production


Software always production ready
Build quality in
Releases tied to business needs, not operational constraints
The path to ...


        BUILD THE RIGHT THING
The path to ...


        BUILD THE RIGHT THING
                  no
build
         ?                          no
                        build
                  yes
                                ?                     no
                                          build
                                    yes
                                                  ?
                                                            build
                                                      yes
                                                                    ?
The path to ...


         BUILD THE RIGHT THING
                  no
build
          ?                           no
                        build
                  yes
                                 ?                         no
                                            build
                                      yes
                                                    ?
                                                                 build
        2 years                                            yes
                                                                         ?
   10 months
    1 quarter
                          MUCH shorter feedback cycle
                           Less guesswork, cost to adapt
WHY CD?


       Build the right thing

          Risk reduction

The only real measure of progress
PRINCIPLES
            OF
ANALYSIS AND ENGINEERING
HOW WILL YOUR FEATURE BE TESTED?




                  Not just QA tested

  How will you know whether this feature is successful?
THINK BEYOND WORKING SOFTWARE


    Used by customers, real people

          Generates profit
        Helps your employees

     Want customers to like you
SMALL, INCREMENT STEPS




XP principle “What is the simplest thing that could possible work?”

                   Blur monitoring and testing
CONTINUOUS PRODUCT MANAGEMENT




     You are not DONE when the feature is released

    Engineering R&D intersects product development

 Continuous feedback from existing features in production
PLAN TO RETIRE




        Removing features that are no longer valuable

                 Morphing existing into new

You don’t want to maintain bloated product with stale features
VALUE ≠ COMPLETE-NESS
VALUE VS. COMPLETE-NESS
VALUE VS. COMPLETE-NESS
Do the least to get feedback   Do all that I could think of
VALUE VS. COMPLETE-NESS
Do the least to get feedback   Do all that I could think of

   R&D, not first release!           Binary approach
VALUE VS. COMPLETE-NESS
Do the least to get feedback    Do all that I could think of

   R&D, not first release!            Binary approach

Future is guided by feedback   Do & test everything at once
VALUE VS. COMPLETE-NESS
Do the least to get feedback     Do all that I could think of

   R&D, not first release!             Binary approach

Future is guided by feedback    Do & test everything at once

        Innovation             No research, blind development
VALUE VS. COMPLETE-NESS
Do the least to get feedback     Do all that I could think of

   R&D, not first release!             Binary approach

Future is guided by feedback    Do & test everything at once

        Innovation             No research, blind development

  Step-by-step validation       Assumes feature complete-ness as
                                        success criteria
VALUE VS. COMPLETE-NESS
Do the least to get feedback     Do all that I could think of

   R&D, not first release!             Binary approach

Future is guided by feedback    Do & test everything at once

        Innovation             No research, blind development

  Step-by-step validation       Assumes feature complete-ness as
                                        success criteria

        Lower costs                Risks opportunity costs
VALUE VS. COMPLETE-NESS
  Do the least to get feedback     Do all that I could think of

     R&D, not first release!             Binary approach

  Future is guided by feedback    Do & test everything at once

          Innovation             No research, blind development

    Step-by-step validation       Assumes feature complete-ness as
                                          success criteria

          Lower costs                Risks opportunity costs

                       ?
W hat if I get it wrong
VALUE VS. COMPLETE-NESS
Do the least to get feedback     Do all that I could think of

   R&D, not first release!             Binary approach

Future is guided by feedback    Do & test everything at once

        Innovation             No research, blind development

  Step-by-step validation       Assumes feature complete-ness as
                                        success criteria

        Lower costs                Risks opportunity costs

                                                       ?
                                W hat if I get it wrong
PRACTICES & THE ROLE
LESS IS MORE



Release thin segments to test

Use vertical slicing technique
http://bit.ly/slicing-stories
USE MVP WELL



MVP = Minimum Viable Product
BACKLOG RANT



Start thinking your backlog is essentially a set of assumptions

               You must validate assumptions
PRUNE, DON’T GROOM
              your backlog
FEATURE, REDEFINED


  functionality
FEATURE, REDEFINED


                   capture
  functionality
                  feedback
FEATURE, REDEFINED

 X users have clicked on               Peak time usage
  this in the past week               vs. off-peak usage
                            capture
                           feedback



                                       X seconds less to
    X% of entire online
                                        complete task
customer base have used this
BUILD TOOLS TO GATHER FEEDBACK



          Product level metrics

          Feature level metrics

              Dashboards
A DIFFERENT APPROACH


              User research

             Guerrilla testing

              Data analytics

   Collaborate, collaborate, collaborate
ANALYSIS, XD, ENGINEERING


       They all go hand-in-hand

       Engineering = code + test

               Ops too!
GET AWAY FROM BIG BANG

BIG BANG planning

• Big analysis to build big backlogs
• BDUF (Big Design Up-Front)

BIG BANG release

• Big ta-da approach to business stakeholders
GET AWAY FROM BIG BANG

BIG BANG planning

• Big analysis to build big backlogs
• BDUF (Big Design Up-Front)

                                           What is ta-da?
BIG BANG release

• Big ta-da approach to business stakeholders
PRUNE EXISTING FEATURES


              What features are not used?

 Which features do not contribute to the business value?

      Remove technical debt to make you go faster
http://bit.ly/manage-tech-debt
LEVERAGE FEATURE TOGGLES
LEVERAGE FEATURE TOGGLES


         Dev WIP toggle
LEVERAGE FEATURE TOGGLES


         Dev WIP toggle

           Ops toggle
LEVERAGE FEATURE TOGGLES


         Dev WIP toggle

           Ops toggle

         Business toggle
SUMMARY
what is
 CD?

                  principles
                      of
                  analysis &
                 engineering
    practices
       &
    the role
Q&A



   Danilo Sato @dtsato
Jenny Wong @jenny_wong
Danilo Sato @dtsato
Jenny Wong @jenny_wong
Danilo Sato @dtsato
Jenny Wong @jenny_wong

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Role of Agile analysis in continuous delivery

  • 1. THE ROLE OF AGILE ANALYSIS IN CONTINUOUS DELIVERY Jenny Wong, Danilo Sato teresafranco
  • 2. Jenny Wong @jenny_wong rockstar business analyst Danilo Sato @dtsato Developer, Architect, Coach, DevOps, Trainer
  • 3.
  • 5. what is CD? principles of analysis & engineering practices & the role
  • 6. WHAT IS CONTINUOUS DELIVERY?
  • 7. development deployment WHAT IS CONTINUOUS DELIVERY?
  • 8. development deployment WHAT IS CONTINUOUS DELIVERY? business & product
  • 9. Agile breaks this tradition Smithers, we are going to build a giant domain platform to take over the world, I need you to find men to design, develop and test before we roll it out to users. Excellent...
  • 10. Agile breaks this tradition design analysis develop test deploy
  • 11. Agile breaks this tradition design analysis develop test deploy
  • 12. Agile breaks this tradition design analysis develop test 24 months later deploy
  • 13. Agile breaks this tradition design analysis develop test 24 months later deploy AAaarrrrrrrrgggghhhhhhh this isn’t what I want!! Anybody recognises this?
  • 14. AGILE 101 “Agile” team analysis + design development customer testing + showcase iteration 0 1 2 3 4
  • 15. AGILE 101 “Agile” team analysis + design IT operations centralised QA development QA + integration release + operation customer testing + showcase iteration 0 1 2 3 4
  • 16. AGILE 101 “Agile” team analysis + design IT operations centralised QA development QA + integration release + operation customer testing + showcase The “Last Mile” iteration 0 1 2 3 4
  • 17. AGILE 101 “Agile” team analysis + design IT operations centralised QA development QA + integration release + operation customer testing + showcase The “Last Mile” iteration 0 1 2 3 4 AAaarrrrrrrrgggghhhhhhh this is still too slow!!
  • 18. CONTINUOUS DELIVERY customer delivery team constant flow of new features into production
  • 19. CONTINUOUS DELIVERY customer delivery team constant flow of new features into production Software always production ready Build quality in Releases tied to business needs, not operational constraints
  • 20. CONTINUOUS DELIVERY customer delivery team constant flow of new features into production Software always production ready Build quality in Releases tied to business needs, not operational constraints
  • 21. The path to ... BUILD THE RIGHT THING
  • 22. The path to ... BUILD THE RIGHT THING no build ? no build yes ? no build yes ? build yes ?
  • 23. The path to ... BUILD THE RIGHT THING no build ? no build yes ? no build yes ? build 2 years yes ? 10 months 1 quarter MUCH shorter feedback cycle Less guesswork, cost to adapt
  • 24. WHY CD? Build the right thing Risk reduction The only real measure of progress
  • 25. PRINCIPLES OF ANALYSIS AND ENGINEERING
  • 26. HOW WILL YOUR FEATURE BE TESTED? Not just QA tested How will you know whether this feature is successful?
  • 27. THINK BEYOND WORKING SOFTWARE Used by customers, real people Generates profit Helps your employees Want customers to like you
  • 28. SMALL, INCREMENT STEPS XP principle “What is the simplest thing that could possible work?” Blur monitoring and testing
  • 29. CONTINUOUS PRODUCT MANAGEMENT You are not DONE when the feature is released Engineering R&D intersects product development Continuous feedback from existing features in production
  • 30.
  • 31. PLAN TO RETIRE Removing features that are no longer valuable Morphing existing into new You don’t want to maintain bloated product with stale features
  • 34. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of
  • 35. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach
  • 36. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once
  • 37. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once Innovation No research, blind development
  • 38. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once Innovation No research, blind development Step-by-step validation Assumes feature complete-ness as success criteria
  • 39. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once Innovation No research, blind development Step-by-step validation Assumes feature complete-ness as success criteria Lower costs Risks opportunity costs
  • 40. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once Innovation No research, blind development Step-by-step validation Assumes feature complete-ness as success criteria Lower costs Risks opportunity costs ? W hat if I get it wrong
  • 41. VALUE VS. COMPLETE-NESS Do the least to get feedback Do all that I could think of R&D, not first release! Binary approach Future is guided by feedback Do & test everything at once Innovation No research, blind development Step-by-step validation Assumes feature complete-ness as success criteria Lower costs Risks opportunity costs ? W hat if I get it wrong
  • 43. LESS IS MORE Release thin segments to test Use vertical slicing technique
  • 45. USE MVP WELL MVP = Minimum Viable Product
  • 46. BACKLOG RANT Start thinking your backlog is essentially a set of assumptions You must validate assumptions
  • 47. PRUNE, DON’T GROOM your backlog
  • 48. FEATURE, REDEFINED functionality
  • 49. FEATURE, REDEFINED capture functionality feedback
  • 50. FEATURE, REDEFINED X users have clicked on Peak time usage this in the past week vs. off-peak usage capture feedback X seconds less to X% of entire online complete task customer base have used this
  • 51. BUILD TOOLS TO GATHER FEEDBACK Product level metrics Feature level metrics Dashboards
  • 52. A DIFFERENT APPROACH User research Guerrilla testing Data analytics Collaborate, collaborate, collaborate
  • 53. ANALYSIS, XD, ENGINEERING They all go hand-in-hand Engineering = code + test Ops too!
  • 54. GET AWAY FROM BIG BANG BIG BANG planning • Big analysis to build big backlogs • BDUF (Big Design Up-Front) BIG BANG release • Big ta-da approach to business stakeholders
  • 55. GET AWAY FROM BIG BANG BIG BANG planning • Big analysis to build big backlogs • BDUF (Big Design Up-Front) What is ta-da? BIG BANG release • Big ta-da approach to business stakeholders
  • 56.
  • 57. PRUNE EXISTING FEATURES What features are not used? Which features do not contribute to the business value? Remove technical debt to make you go faster
  • 60. LEVERAGE FEATURE TOGGLES Dev WIP toggle
  • 61. LEVERAGE FEATURE TOGGLES Dev WIP toggle Ops toggle
  • 62. LEVERAGE FEATURE TOGGLES Dev WIP toggle Ops toggle Business toggle
  • 63. SUMMARY what is CD? principles of analysis & engineering practices & the role
  • 64. Q&A Danilo Sato @dtsato Jenny Wong @jenny_wong
  • 65. Danilo Sato @dtsato Jenny Wong @jenny_wong
  • 66. Danilo Sato @dtsato Jenny Wong @jenny_wong

Editor's Notes

  1. \n
  2. Who we are\n
  3. 2000+ across these places\n
  4. English + Portuguese\n
  5. Today we are going to talk about ...\n
  6. CD has been predominately technical so far, and less focus on the other end of the story, where business stakeholders and product manager play a huge part in, to truly enable the entire picture. CD has a purpose that extends beyond software development and deployment. These things are here to enable business.\n
  7. CD has been predominately technical so far, and less focus on the other end of the story, where business stakeholders and product manager play a huge part in, to truly enable the entire picture. CD has a purpose that extends beyond software development and deployment. These things are here to enable business.\n
  8. CD has been predominately technical so far, and less focus on the other end of the story, where business stakeholders and product manager play a huge part in, to truly enable the entire picture. CD has a purpose that extends beyond software development and deployment. These things are here to enable business.\n
  9. [Breeze through]\n
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  16. [Breeze through] Agile teams have been practised in isolation. It’s almost like being really good at launching an arrow with a bow, but not looking at whether you’ve shot the target. This isolated effort still does not meet business needs as it is still very much dependent on the last mile.\n
  17. [Breeze through] Agile teams have been practised in isolation. It’s almost like being really good at launching an arrow with a bow, but not looking at whether you’ve shot the target. This isolated effort still does not meet business needs as it is still very much dependent on the last mile.\n
  18. [Breeze through] Agile teams have been practised in isolation. It’s almost like being really good at launching an arrow with a bow, but not looking at whether you’ve shot the target. This isolated effort still does not meet business needs as it is still very much dependent on the last mile.\n
  19. [Breeze through] Enables business stakeholders to get feedback quickly.\nRequires the engineering team to build quality from day 1.\n
  20. [Breeze through] Enables business stakeholders to get feedback quickly.\nRequires the engineering team to build quality from day 1.\n
  21. [Breeze through] Enables business stakeholders to get feedback quickly.\nRequires the engineering team to build quality from day 1.\n
  22. [Breeze through] Enables business stakeholders to get feedback quickly.\nRequires the engineering team to build quality from day 1.\n
  23. [Breeze through] Must find out quickly (shortening path of fail fast, ”fail fast-forward”), before you get a successful product.\n
  24. [Breeze through] Must find out quickly (shortening path of fail fast, ”fail fast-forward”), before you get a successful product.\n
  25. [Breeze through] Must find out quickly (shortening path of fail fast, ”fail fast-forward”), before you get a successful product.\n
  26. [Breeze through] Must find out quickly (shortening path of fail fast, ”fail fast-forward”), before you get a successful product.\n
  27. [Breeze through] Must find out quickly (shortening path of fail fast, ”fail fast-forward”), before you get a successful product.\n
  28. \n
  29. First introduce principles, followed by practices\n
  30. Ask yourselves this question, for every feature in each release.\n
  31. CD makes us think beyond just delivery working software; not losing sight of the need for said software to be useful / successful / valuable / a meaningful tool.\n
  32. Monitoring 2.0. Get useful information that gets fed back to R&D. Not just monitoring for sake of monitoring.\nNot the same as management monitoring.\n
  33. Example: iPad app, build metrics to test features just launched.\nShow ‘how’ in the next section.\n
  34. \n
  35. Within successful products.\nFlickr: picnik, World Clock\nGithub: Fork Queue, Private Message\nFacebook: Add courses to profile\n
  36. Conventional way of thinking teaches us to think of complete functionality as WHOLE.\nThat incomplete is to mean not good, not finished products, missing holes.\nBorrows from manufacturing analogy; software is not a manufacturing industry.\n
  37. Looking at things differently\n
  38. Looking at things differently\n
  39. Looking at things differently\n
  40. Looking at things differently\n
  41. Looking at things differently\n
  42. Looking at things differently\n
  43. Looking at things differently\n
  44. Looking at things differently\n
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  48. Existing ‘usage’ of MVP. Define real concept. Ask real usage of MVP again.\nDropbox example. Validate before code is written.\nLean Startup Machine story - demonstrate validation technique.\n
  49. 1000s stories = wrong\nBlackhole rant\n
  50. Not just forever adding features, but thinking about what you can take out as well.\n
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  55. The different things that analysis may include. Think of creative ways to get feedback quickly. Co-locate with team; collaborate with devs, designers, QAs, customers. Everybody.\n
  56. Incorporate definition of done to the validation of features, not just released software.\n
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  58. (Business cat has a message for us)\n
  59. Need to be closer to business and customers to answer these questions.\n
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