Trying Disciplined Agile

- Agile Vietnam Conference 2023 - Trying Disciplined Agile May 31, 2023 Arata Fujimura

Prologue

Imagine this:

A New Project starts full of hope

Kick-off MTG with heartwarming atmosphere

Sprint 0 with relaxed atmosphere

Almost ready to go... Sprint 1 begins!

fi No outcomes for Sprint 1 Well, it's the rst... Let's do Retrospective and try to improve!

fi Signi cantly, lower than expected outcomes in Sprint 2 and 3 as well

At this rate, we won't even get the half done by the deadline

"That's the great point of Agile, you can see that in the early stage!” - Clientʼs Scary face -

Relationships with clients broken with each sprint

Deadlines must be met! Repeated negotiations with client to reduce scope

Somehow it was released... But no one celebrated

Naturally, The Project ended without extending the contract

Doing Retrospective within the team

fi •PROBLEM •The rst stumble was fatal •Lack of preparation for Sprint 0 •TRY •Do the sprint 0 well

Huh? That “TRY” is the same as previous Project…

If we don't kaizen, there is no future for us But how can we do it?

The last hope found in desperation. That is ,

Disciplined Agile

Self-introduction • Arata Fujimura(@aratafuji) • Classmethod, Inc.(JAPAN) • Manager • Classmethod Vietnam Co., Ltd. • Board Member

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Context •Weʼre Systems Integrator for Japanese clients

Context •Our clients are Major Japanese Corporations •Developing app for Consumers(B to B to C) •iOS, Android, Web, LINE, …

Context • We practice Agile Offshore Development with our Vietnamese branch and Vietnamese Partner https://www.docswell.com/s/aratafuji/5162PK-Introduction-of-Modern-Offshore-Development

• https://www.docswell.com/s/aratafuji/5162PK-Introduction-of-Modern-Offshore-Development

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Problems •Unclear what to do in Sprint 0 •Depends on the team what they do fi fi •We usually nish it because it's time to end •We have to nish it because we are ready

As a result, there were many problems due to lack of preparation in Sprint 0

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

What is Disciplined Agile(DA)? •Disciplined Agile (DA) is an agnostic, hybrid tool kit that harnesses hundreds of Agile, Lean, and traditional strategies to guide you to the best way of working (WoW) for your team or organization. https://www.pmi.org/disciplined-agile/introduction-to-disciplined-agile

• https://www.pmi.org/disciplined-agile/introduction-to-disciplined-agile

Looks like Agile Encyclopedia https://commons.wikimedia.org/wiki/File:Encyclopaedia̲Britannica̲15̲with̲2002.jpg

DA has online dictionary https://dabrowser.pmi.org/?version=5.3

• https://dabrowser.pmi.org/?version=5.3

DA Browser Notation Scott W. Ambler and Mark Lines, Chose Your WoW!

The scope of Disciplined Agile Scott W. Ambler and Mark Lines, Chose Your WoW!

Disciplined Agile Delivery(DAD) Scott W. Ambler and Mark Lines, Chose Your WoW!

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Weʼve introduced DA as a guideline for Sprint 0

Sample steps of how to use DA 1.Recognize context 2.Choose “Life Cycle” and “Phase” 3.Choose “Process goals” and “Options” adapted to your own context 4.Try “Options” 5.Assess effectiveness of “Options” 6.Adopt what works or Abandon what doesnʼt work 7.Back to step 3

Recognize Context Scott W. Ambler and Mark Lines, Chose Your WoW!

Choose “Life Cycle” Scott W. Ambler and Mark Lines, Chose Your WoW!

Agile life cycle Scott W. Ambler and Mark Lines, Chose Your WoW!

fi Agile life cycle Before Contract Sprint 0 Scrum Scott W. Ambler and Mark Lines, Chose Your WoW! Preparation for rst release

Choose “Phase” Scott W. Ambler and Mark Lines, Chose Your WoW!

Develop Common Vision Scott W. Ambler and Mark Lines, Chose Your WoW!

DA Browser(Develop Common Vision) https://dabrowser.pmi.org/?version=5.3

• https://dabrowser.pmi.org/?version=5.3

Develop Common Vision Vision Strategy Capture the Vision Level of Detail of the Vision Inception Develop Common Vision Collaborative Stakeholder driven Sponsor driven Team driven Expected outcomes Business canvas Vision statement Business case Project/team charter Lightweight Detailed Level of Agreement General agreement Consensus Dictated Formality of Vision Statement of intent Formal agreement - lightweight Formal agreement - detailed Contract Communicate the Vision Kickoff meeting Information radiators Milestone review Review/walkthrough Documentation v5.2 Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:46

Inception Deck fi https://agilewarrior. les.wordpress.com/2010/11/blank-inception-deck.pptx

Explore Scope Scott W. Ambler and Mark Lines, Chose Your WoW!

Explore Scope Explore the Domain Domain/conceptual model Event storming Glossary Logical data model (LDM) UML class diagram Explore the Process Business process diagram Data flow diagram (DFD) Flowchart UML activity diagram UML state chart Value stream map Inception Explore Scope Explore User Experience (UX) Explore Purpose Explore Usage Explore the Domain Explore the Process Inception Explore Scope Explore User Experience (UX) Ideathon Ideation board Impact map Mind map Modified impact map Outcome Really round robin Value proposition canvas Design sprint (User experience (UX)) Epic Persona Unified Modeling Language (UML) use case diagram Usage scenario Use case User story User story map Domain/conceptual model Event storming Glossary Logical data model (LDM) UML class diagram Business process diagram Data flow diagram (DFD) Flowchart UML activity diagram UML state chart Value stream map Design sprint (user experience (UX)) User interface (UI) flow diagram UI prototype (high fidelity) UI prototype (low fidelity) UI specification Explore General Requirements Business rule Context diagram Feature statements Impact map Mind map Modified impact map Shall statement Value proposition canvas Explore Quality Requirements Acceptance criteria Explicit list Technical stories Apply Modeling Design sprint (user experience (UX)) User interface (UI) flow diagram UI prototype (high fidelity) UI prototype (low fidelity) UI specification Explore General Requirements Business rule Context diagram Feature statements Impact map Mind map Modified impact map Shall statement Value proposition canvas Explore Quality Requirements Acceptance criteria Explicit list Technical stories Apply Modeling Strategy(ies) Agile Modeling (informal) sessions Open space Joint application requirement (JAR) sessions Interviews Choose a Backlog Management Strategy Level of Detail of the Scope Document v5.3 Copyright Project Management Institute All Rights Reserved Agile Modeling (informal) sessions https://dabrowser.pmi.org/?version=5.3#item:90 Open space Lean backlog Agile backlog Requirements (product) backlog Unsequenced backlog None Outcome driven Requirements envisioning (light specification) Detailed specification No document

fl User story map(Of ine)

User story map(Online)

Agile backlog(User story)

Plan the Release Scott W. Ambler and Mark Lines, Chose Your WoW!

Plan the Release Source of Plan Self-organizing team Team leadership Manager facilitated Manager-driven Scope of Plan Product/solution Release Scheduling Strategy Level of Detail of the Plan Choose Schedule Cadences Inception Plan the Release Estimating Strategy Choose Estimation Unit Capture Plan v5.3 Continuous delivery Cost driven Date driven Timeboxed Scope driven Rolling wave High level Detailed None Internal releases Iteration length Phase duration Production releases Educated guess by an experienced individual(s) Educated guess by team Similar-sized items Relative mass (grid) valuation Affinity estimation Planning poker None Function points Cost set by stakeholders Relative points T-shirt sizes Normalized points Hours Burndown chart Burnup chart Business canvas Cost forecast Desired outcome(s) Gantt chart (detailed) Gantt chart (high level) Iteration schedule Milestone schedule PERT/GERT chart Ranged burndown chart Ranged burnup chart Staffing plan Table Value forecast Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:90

Relative points by planning poker

Gantt chart(high level)

Identify Architecture Strategy Scott W. Ambler and Mark Lines, Chose Your WoW!

Identify Architecture Strategy Identify a Delivery Strategy Select an Architecture Strategy Explore the Architecture Apply Modeling Strategy(ies) Inception Identify Architecture Strategy Model Technology Architecture Model Business Architecture Model User Interface (UI) Architecture Investigate Legacy Assets Level of Detail of Architecture Document v5.2 Extend existing solution(s) Build from scratch (IT) Build from scratch (Citizen Development) Configure a commercial package Extend a commercial package Existing proven architecture Multiple candidate architectures Single candidate architecture Discuss Event modeling Hackathon Minimum viable product (MVP) Mob programming Model Open space Proof of concept (PoC) Spike Agile modeling (informal) sessions Interviews Joint application design (JAD) sessions Model-driven development (MDD)/model-based systems engineering (MBSE) Open space What-if discussions Architectural stack diagram Cloud architecture diagram Network diagram Threat model UML component diagram UML deployment diagram UML state chart Business process diagram Capability map Data flow diagram (DFD) Domain/conceptual model Event model Logical modules diagram UML component diagram UI flow/wireframe diagram UI prototype (high fidelity) UI prototype (low fidelity) Collaborate with asset owner(s) Reverse engineer models Run regression test suite Read overview documentation Analyze data sources Read source code Read detailed documentation High-level overview Executable interface specification Detailed interface specification Detailed specification No document Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:141

Cloud architecture diagram https://classmethod.jp/cases/lixil-mercaripost/

• https://classmethod.jp/cases/lixil-mercaripost/

fl UI ow / Wireframe diagram

fi Detailed interface speci cation

Align With Enterprise Direction Scott W. Ambler and Mark Lines, Chose Your WoW!

Align With Enterprise Direction Align With Roadmaps Inception Business roadmap Staffing roadmap Technology roadmap Adopt Common Guidelines Architecture Branding Coding Data Documentation Risk management Security Tool User interface (UI) Adopt Common Templates Minimal Comprehensive None Align With Enterprise Direction Reuse Existing Infrastructure Align With Governance Strategies v5.2 Domain components (microservices, ...) Web services Tooling Applications/systems Frameworks Data sources Components Code Control Data Enterprise architecture Financial Quality People management Release management Security Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:64

fi Staf ng roadmap

Documentation(Common Guidelines)

Tool(Common Guidelines)

Develop Test Strategy Scott W. Ambler and Mark Lines, Chose Your WoW!

Develop Test Strategy https://dabrowser.pmi.org/?version=5.3#item:272

Whole team / embedded testers

Test case documentation

Informal reviews

Bug / defect tracker

Form Team Scott W. Ambler and Mark Lines, Chose Your WoW!

Form Team Source of Team Members Existing product team Existing team from another product Borrow team member New team Team Evolution Strategy Team evolves itself Team lead makes changes Management makes changes Size of Team Structure of Team Member Skills Inception Team Completeness Form Team Team Longevity Component team Feature team Focused solution team Internal open source Program team Service team Single team Generalizing specialists Specialists Generalists Whole team Core team Specialized team Ad hoc Stable (product) team Project team Ad hoc Geographic Distribution Colocated Partially dispersed members Distributed subteams - Whole Distributed subteams - By function Fully dispersed members Organization Distribution Single-division full time employees (FTEs) Multiple-division FTEs Consultants Contractors Outsourcers Time Zone Distribution v5.2 Small team (2 to 15 people) Medium team (10 to 30 people) Medium team of teams (10 to 50 people) Large team of teams (30+ people) Same time zone Multiple time zones - 5 or more hours overlap Multiple time zones - Less than 5 hours overlap Multiple time zones - No overlap Support the Team Coaching Mentoring Stakeholder access Training Availability of Team Members Dedicated Ongoing part-time As needed/available Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:2

Small and Distributed sub-teams

Coordinate Activities Scott W. Ambler and Mark Lines, Chose Your WoW!

Coordinate Activities Share Information Nonsolo work (pairing, mobbing) Informal reviews Formal reviews Individual (solo) work Artifact Ownership Collective ownership Disparate ownership Coordinate Within Team Coordination meetings/scrum meetings Just-in-time (JIT) modeling Just-in-time (JIT) planning Look-ahead modeling/planning Regular conversations Status meetings Visualize work and workflow Facilitate a Working Session Agile modeling session Open space Big room planning Joint application design (JAD) sessions Coordinate Across Program Architecture owner team Common cadences Coordination meetings/scrum meetings Divisor cadences Facilitated working session Management team Open spaces Product coordination team Product owner team Program manager/coordinator Scrum of scrums (SoS) Visualize work and workflow Coordinate Across the Organization Enterprise professional as team member Enterprise roadmaps (detailed) Enterprise roadmaps (light) Enterprise service teams Facilitated working session Ongoing Coordinate Activities Coordinate Release Schedule Continuous deployment (CD)/release stream Regular releases/release train Release windows Unique project releases None Coordinate Between Locations Move team to a single location Gather physically at critical times Adopt collaborative tools Ambassadors Boundary spanners v5.3 Copyright Project Management Institute All Rights Reserved https://dabrowser.pmi.org/?version=5.3#item:-1715083145

fl Visualize work and work ow

fl Visualize work and work ow

Gather physically at critical times

How was it?

Just nished the Construction phase and there are no problems that have occurred due to lack of preparation fi in the Inception phase

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Water Scrum Fall？

Water Scrum Fall? Water (Design) Scrum (Development&Testing) Scott W. Ambler and Mark Lines, Chose Your WoW! Fall (Deployment)

fi Common processes in contracted development Before Contract Sprint 0 Scrum Scott W. Ambler and Mark Lines, Chose Your WoW! Preparation for rst release

My perception of Disciplined Agile An Encyclopedia that offers practices adapted to various contexts

DA is not necessary for teams if they already have many practices, can adapt to their own context, and can continuously improve themselves

If you are always adapting the same practices for various contexts, DA can help you.

Agenda •Context •Problems •What is Disciplined Agile(DA)? •Introducing DA to solve problems •Impression of DA •Conclusion

Conclusion • Lack of preparation in Sprint 0 caused some problems • Disciplined Agile (DA) is a tool kit • DA looks like Agile Encyclopedia • DA was introduced as a guideline for Sprint 0 • Itʼs effective so far • Some criticized DA as water-scrum-fall, but it's a necessary process in contracted development • DA provides more options for context-adapted practices • Don't adapt the same practice to various contexts!

Epilogue

“He(Procrustes) wanted the bed to t the traveler to perfection. Those who were too tall had their legs chopped off with a sharp hatchet; those who were too short were stretched.” fi Taleb, Nassim Nicholas. The Bed of Procrustes. Random House Publishing Group.

Don't chop or stretch the problem to t your bed! fi fi Use the bed that ts the problem!

Xin cảm ơn! For questions or comments, please contact @aratafuji.

• https://twitter.com/aratafuji