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An Agile Retrospective

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An Agile Retrospective Overview Retrospective format What works (clear wins)? What doesn t work so well? What do we need to start doing? Info gathered from ... – PowerPoint PPT presentation

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Title: An Agile Retrospective


1
(No Transcript)
2
An Agile Retrospective
Clinton Keith
3
Overview
  • Retrospective format
  • What works (clear wins)?
  • What doesnt work so well?
  • What do we need to start doing?
  • Info gathered from developers
  • Talent and leadership still 1

4
Things That Work
5
Iteration
  • Making things potentially done on a frequent
    and regular basis
  • Inspect and adapt
  • The heartbeat of an agile process
  • Discover/prove what is fun
  • Expose risk
  • Refine your plans
  • Better communications with your customer
  • Reduced cost of fix now vs. fix later

6
Time-boxing
A time-box is a fixed length of time given to
produce results. The results are variable.
  • Iterations are a timebox, but content can be
    time-boxed within an iteration as well.
  • Quality is a variable that the customer should
    judge based on cost
  • Especially good in production, but need to adjust
    timebox for quality improvements
  • "Perfect is the enemy of good enough"

7
Agile and Leadership
  • The role of leadership in an agile culture shift
    to a mentoring/support role from a command and
    control role
  • Creating ownership
  • Unity of vision on large teams
  • Leads from the front

8
Prioritized Planning
High
Sprint
Release
Value
Cost
Priority
Future Releases
Risk
Knowledge
Low
Lower priority features might get dropped
9
Retrospectives
  • Valuable at every level
  • Team
  • Project
  • Company

10
Tools That Help Planning
11
Mind Maps
  • Tool for hierarchical knowledge analysis and
    breakdown
  • Great for large team planning
  • Can export to any format
  • We use MindManager from MindJet

12
Value Stream Maps
  • Map out work flow
  • Focus on waste reduction
  • Great for asset production
  • Translate directly to enhanced Scrum (Kanban)
    task-boards
  • Show the value of collaboration
  • Reduced level production costs by 56 using this

13
Extreme Programming
  • TDD
  • What is TDD?
  • Benefits
  • Automated testing
  • Continuous integration
  • Bourne Conspiracy hit Alpha with very few
    technical risks
  • Pair Programming?
  • What is pair programming
  • Benefits
  • Challenges

14
What Hasn't Worked So Well
15
Adoption issues
  • Scrum is hard
  • Changing practices from the start can backfire

Apprentice
Journeyman
Master
  • Silver bullet mentality
  • XP is controversial
  • External pressures
  • Management
  • Publisher

16
Agile for Artists and Designers
  • The shortcomings of Scrum
  • Real flow is more complex
  • Specialists vs. generalists
  • There are no XP-like practices for artists and
    designers
  • Lean and Kanban may be the answer

17
Large teams
  • Division by discipline doesnt work as well as
    cross-disciplined teams
  • A large team can lack a sense of ownership across
    many teams
  • Creating local areas of ownership can lead to
    fractured vision

18
Long Term Agile Planning
  • Not an exact fit for video game development
  • Creates fear with external customers
  • Has created a pre-production/production divide on
    planning
  • Agile vs. Waterfall

19
Agile PlanningIdeal Waterfall
20
Agile PlanningActual Waterfall
21
Agile PlanningIdeal Agile
22
Agile PlanningGame Dev Agile
23
Agile and Publishers
  • 3rd party change is harder
  • Switching from planned to iterative
  • Ease them into it
  • Plans can co-exist with iteration
  • Product owner education
  • A bad product owner can kill a project
  • Leveraging the value of agile teams

24
What we need to start doing (new/more/better)
25
Improve transition
  • Agile Transition Strategies
  • Coaching Certification

26
Agile Transition Strategies
  • Bottom Up or Top Down?
  • Beachhead team
  • Low cost risk
  • Takes more time
  • How to spread?
  • Creates influence
  • Easier to adopt and try all practices
  • Entire company
  • Requires more coaching
  • Takes less time
  • More cost risk
  • Usually requires command and control
  • Inspecting and adapting harder
  • An agile transition requires leadership

27
Coaching Certification
  • Reading a book is not enough
  • The value is not the certificate, but the
    standard of instruction.

28
Lean
  • Derived from TPS
  • Focuses on waste
  • More suitable for asset production than Scrum but
    compatible.
  • By looking at the whole stream and standards that
    are continually improved by everyone, it
    encourages a culture of continual improvement.

29
Conclusion
  • www.AgileGameDevelopment.com
  • www.MountainGoatSoftware.com

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