Winnipeg Agile Users Group March 10 2011
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IT is Too Darn Slow!
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Winnipeg Agile Users Group March 10 2011
- 1. Iteration 1 w/ Doug & Steve
- 2. Introduce yourselves Name Company Role Agile Knowledge Ranking: Teacher Student Rookie
- 3. The Game Ball Point Game Pass as many balls as possible through every team member 1 point for each ball passed through entire team Rules Hands Only Each ball must have air time No ball to your direct neighbour Start Person = End Person Iteration = 2 minutes
- 4. Round 1
- 5. So What? IT is Too Darn Slow (InformationWeek article) “If IT's too slow, business is too slow to innovate. It's that simple.“ – Chris Murphy Article from InformationWeek: http://www.informationweek.com/news/global-cio/interviews/showArticle.jhtml?articleID=229218781
- 6. So What? “This need for speed is about shortening the distance between a great idea and the end result” HP CIO “has cut the time it takes to complete the typical HP IT project down to six months, but now he thinks he needs to slash it again, to three months.”
- 7. Round 2 Goal: Double your speed 3 Minutes: Discuss ways to improve Reflect upon and challenge your process and your constraints
- 8. Rounds 3 +
- 9. Discussion
- 10. So What? (part 2) Alan Shalloway (@alshalloway)10-12-02 8:01 AMEliminating delays between what you do gives you a better return than getting better at what you do Matt Barcomb (@78mgb)11-03-09 12:48 PMOH: “agile is about doing more of what works and less of what doesn’t” – yes! Both are required! Back to InformationWorld Article: “shortening the distance between great idea and end result”
- 11. So how does this relate to agile? Focus on reducing hand-offs Dedicated teams Co-located teams Eliminate Requirements, Design, Develop, Test “phases”.
- 12. So how does this relate to agile? We calculate and track our Velocity Difficult to measure improvement without it Not tasks; user stories. Not tables, screens or services; delivered functionality Working Code (“done”)
- 13. So how does this relate to agile? Continuous Improvement (Frequent Retrospectives) Stop & reflect regularly in order to speed up Embrace Experimentation Fail Fast (Learn Fast) What can we do to go faster?
- 14. So how does this relate to agile? Cross Functional Teams Get everyone involved in all aspects of the solution and process – not just PM, Architect, QA, UX Designer, “the smart person in the room” “If you want to go fast, go alone. If you want to go far, go together.” – African proverb
- 15. Material List Presentation details, game info, links etc can be found at http://www.agilewinnipeg.com/
- 16. Next up… Agile Fishbowl Thank you! Doug Kok @dougkok Steve Rogalsky @srogalsky http://winnipegagilist.blogspot.com/
- 17. Prize Draws Thank you! Doug Kok @dougkok Steve Rogalsky @srogalsky http://winnipegagilist.blogspot.com/
Editor's Notes
- - 5:55 pm - break into teams of 8-ish- 6:00 pm - Introduce Doug & Steve- 6:02 pm - Have the groups introduce themselves briefly to each other (name, company, rolls?)- 6:05 pm - Introduce the game6:10 pm - Play the first iteration (Note, there will be a few people there who have already played the game, we'll make them the observers)Update Spreadsheet w/ Numbers
- Assign an observer:Write down who said what, who did what. No judgement, just the facts.Also record the key decisions, changes each iterationBefore starting, get estimateAfter 1st iteration, have observer read out one observation of their choice. Allow for brief discussion.
- - 6:20 pm - Give them their retrospective instructions (goal: speed up!)- 6:22 pm - Each team has their retrospective- Get new estimate- 6:25 pm - Play the second iterationAfter 2nditeration, have observer read out one observation of their choice. Allow for brief discussion.
- - 6:20 pm - Give them their retrospective instructions (goal: speed up!)- 6:22 pm - Each team has their retrospective- Get new estimate- 6:25 pm - Play the second iterationAfter 2nditeration, have observer read out one observation of their choice. Allow for brief discussion.
- - 6:40 pm - Play 3rd and 4th iterations (in between iterations, ask each observer to note one important comment/action)Get estimates for each iteration
- Questions to ask if required:What happened?What iteration felt the best? Why?For an iteration with dramatic improvement, ask whether this was from working harder or smarter?Theory of Constraints Was there a bottleneck in anyone’s process? Did you attempt to address it? How? Would it be helpful to improve efficiency at a point other than the bottleneck?Any experiments fail? Did you learn from it? How soon?If your retrospectives were longer (6 minutes), would you go even faster?If only one person was in charge of the process, would you have seen the same results?What if you tried to negotiate your process changes over e-mail or phone?Would it have helped your team to have a ‘hero’? Someone who can catch / pass the best?* Where was the PM in your process? Would a PM have made a difference?Who had all the ideas?When something went wrong what did you do?How did you feel after iteration 1 w/ the goal of doubling your production?Why does the team provide an estimate before each iteration? (understanding team capacity & goal setting)Compare the first iteration to the last for both estimates and actuals and ask if the teams were surprised at how much they improved
- Quote #1 - We focus on writing great documents, great defect descriptions because hand-off is required. What if hand-offs are eliminated?Quote #2 - We focus on writing great documents, getting better at documenting our design because hand-off is required. What if hand-offs are eliminated?
- No more test phases…
- We also use this to predict future performance, to calculate Earned Value.
- Also tell the UX Design Studio storyFor Cross functional teams, tell the basketball story
- - post-event - Publish links to ball point game on agilewinnipeg.com plus any slides we may have used, videos, pics, etc.