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Bill Wake on Burndown

Course video 30 of 58

One of the major promises of agile is to manage the complexities of software development for the best possible outcomes and working environments. Part and parcel of that is strong interdisciplinary collaboration paired with lightweight self-organizing management practices. This week, you’ll learn practical tactics from scrum and XP to promote faster learning and smarter decisions, and how you can use kanban to improve your workflow.

Traditional development processes often lead to team frustration and poor results. Agile offers a different approach to managing the complexity of software development. This course focuses on the day-to-day jobs of running a software development program and how leading agile methodologies (Scrum, XP, kanban) can help you do them better. From transitioning a team to agile to running sprints to managing stakeholders, this course gives you the skills you need to manage an agile team in your specific operating environment. We'll show you how to: - Think through and focus on the most important aspects of your projects and sprints - Facilitate your team’s initial and ongoing adoption of the specific agile practices that work for you - Anchor your outcomes and success criteria in durable ideas about what makes for valuable products - Support your team's transition from traditional approaches to agile - Create an agile-friendly environment across functional disciplines - Identify and manage outside stakeholder needs As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

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您將學習的技能

agile product management, Agile Software Development, backlog management, Kanban, XP

教學方

Alex Cowan
Faculty & Batten Fellow

腳本

I'm here with Bill Wake,

a veteran of 15 years, over 15 years I think it is, in Agile,

and a major thought leader and contributor to the space, thanks for joining us Bill.

>> Hi Alex, thanks.

>> Let's talk about burndown, what is your point of view on that, and

do you see it work well for teams or not well?

And what do you suggest typically for teams on this?

>> I'm not all that fond of it per se, because, I mean,

it sort of assumes we know all the things that we're going to do for this project.

And then as we do them we'll get down, and

eventually it's down to zero things left to do and we can ship.

And for some projects that's probably reasonable enough.

If we're replacing feature for feature an existing system, and

here's the 100 features we have and how many have we shipped, and

when we get them all shipped we're done.

It makes more sense if you're doing something that's more exploratory,

you tend to be more like, we burned down some and

then we find out here's new things we should do.

And you go up and down, and eventually you decide you're going to ship,

it doesn't feel as good to me.

It's not built in to say we're just going to go down in one direction.

And the variation, it represents the learning we're doing.

If you pretend that's not going to happen, and your plans are built around just

going down a linear way, it's going to be a misfit.

So, I do feel like, I like to see visualizations to help me

understand how my project's going and what we're doing.

But it's just burn downs one of the ones we can use, and there are others.

So, we sometimes have maps of stories, there are different forms

of story maps you can do that track the progress on developing some stories and

identify which ones are critical, and which ones are less important.

Other times we're just measuring, how quickly can we turn things around.

So, in a peer support organization, we can do this kind of very

combine approach that says, things come in and how long til they're delivered?

We can do the same thing for some product organizations, too.

The key driver is how quickly can we learn, not so much,

did we have the right higher things at the start.

>> Well that's some great advice on managing work in progress,

and the puts and takes of burndown.

Thanks Bill.

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