Arquitectura Organizacional e Engenharia de Processos Agilidade vs

Arquitectura Organizacional e Engenharia de Processos: Agilidade vs Disciplina José A. S. Alegria PT Comunicações e PT Sistemas de Informação, CAQ, Ordem dos Engenheiros Lisboa, 27 de Janeiro de 2004 (DRAFT: Confidencial Restricto)

Arquitectura Organizacional e Engenharia de Processos: Agilidade Disciplina “Agility” vs “Plan Driven” José A. S. Alegria PT Comunicações e PT Sistemas de Informação, CAQ, Ordem dos Engenheiros Lisboa, 27 de Janeiro de 2004 (DRAFT: Confidencial Restricto)

Discussão de apenas dois pontos extremos do tema: • Ao nível organizacional • Ao nível do projecto (DRAFT: Confidencial Restricto)

Capacidade “Potencial” para a Agilidade Organizacional (DRAFT: Confidencial Restricto)

Pilares Fundamentais da Capacidade Potencial para a Agilidade Organizacional 6) Mecanismos de Auditoria e de Gestão Global do Risco 3) Infra-Estrutura 5) Fornecedores 4) Processos e Clientes Internos 1) Política de “Governance” Funcional e Operacional 2) Recursos Humanos (DRAFT: Confidencial Restricto) 5

Pilares Fundamentais da Capacidade Potencial para a Agilidade Organizacional 6) Mecanismos de Auditoria e de Gestão Global do Risco Arquitectura e Infra-estrutura de Integração Arquitectura 3) e Infra-estrutura Base Aplicacional Infra-Estrutura Arquitectura e Infra-estrutura Tecnológica 5) Fornecedores 4) Processos e Clientes Internos 1) Política de “Governance” Funcional e Operacional 2) Recursos Humanos (DRAFT: Confidencial Restricto) 6

Quanto aos “métodos” de desenvolvimento de projectos… (DRAFT: Confidencial Restricto)

(DRAFT: Confidencial Restricto) 8

Os Processos Químicos Industriais como fonte inspiradora… • Processos Estáveis • Processos Instáveis (DRAFT: Confidencial Restricto)

The Manifesto for Agile Software Development www. agilealliance. org Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value”: • • Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. (DRAFT: Confidencial Restricto) 10

SCRUM (www. controlchaos. com) (DRAFT: Confidencial Restricto) 11

SCRUM (www. controlchaos. com) (DRAFT: Confidencial Restricto) 12

SCRUM: Origem • “The New Product Development Game” in Harvard Business Review, 1986. – “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements. ” (DRAFT: Confidencial Restricto) 13

SCRUM: Características q One of the “agile processes” q Self-organizing teams q Product progresses in a series of month-long “sprints” q Requirements are captured as items in a list of “product backlog” q No specific engineering practices prescribed q Uses generative rules to create an agile environment for delivering projects (DRAFT: Confidencial Restricto) 14

SCRUM: “Project Noise Level” (DRAFT: Confidencial Restricto) 15

SCRUM: Overview (DRAFT: Confidencial Restricto) 16

SCRUM “Master” q Represents management to the project q Typically filled by a Project Manager or Team Leader q Responsible for enacting Scrum values and practices q Main job is to remove impediments (DRAFT: Confidencial Restricto) 17

SCRUM “Team” q Typically 5 -10 people q Cross-functional – QA, Programmers, UI Designers, etc. q Members should be full-time – May be exceptions (e. g. , System Admin, etc. ) q Teams are self-organizing – What to do if a team self-organizes someone off the team? ? – Ideally, no titles but rarely a possibility q Membership can change only between sprints (DRAFT: Confidencial Restricto) 18

SCRUM “Sprints” q Scrum projects make progress in a series of “sprints” Ø Analogous to XP iterations q Target duration is one month Ø +/- a week or two • But, a constant duration leads to a better rhythm q Product is designed, coded, and tested during the sprint (DRAFT: Confidencial Restricto) 19

SCRUM “No Changes during Sprints” Plan “sprint” durations around how long you can commit to keeping change out of the sprint (DRAFT: Confidencial Restricto) 20

SCRUM “Product Backlog” q A list of all desired work on the project Ø Usually a combination of • story-based work (“let user search and replace”) • task-based work (“improve exception handling”) q List is prioritized by the Product Owner Ø Typically a Product Manager, Marketing, Internal Customer, etc. (DRAFT: Confidencial Restricto) 21

SCRUM “No Changes during Sprints” (DRAFT: Confidencial Restricto) 22

SCRUM: from Sprint Goal to Sprint Backlog q Scrum team takes the Sprint Goal and decides what tasks are necessary q Team self-organizes around how they’ll meet the Sprint Goal Ø Manager doesn’t assign tasks to individuals q Managers don’t make decisions for the team Sprint Backlog is created (DRAFT: Confidencial Restricto) 23

SCRUM: Sprint Backlog during the Sprint q Changes – Team adds new tasks whenever they need to in order to meet the Sprint Goal – Team can remove unnecessary tasks – But: Sprint Backlog can only be updated by the team q Estimates are updated whenever there’s new information (DRAFT: Confidencial Restricto) 24

SCRUM: Sprint Burndown Chart (DRAFT: Confidencial Restricto) 25

SCRUM: Daily Scrum Meetings q Parameters – – Daily 15 -minutes Stand-up Not for problem solving q Three questions: 1. What did you do yesterday 2. What will you do today? 3. What obstacles are in your way? q “Chickens” and “Pigs” are invited Ø It does help to avoid any other unnecessary q Only “Pigs” can talk (DRAFT: Confidencial Restricto) 26

SCRUM: Sprint Review Meeting q Team presents what it accomplished during the Sprint q Typically takes the form of a demo of new features or underlying architecture q Informal Ø 2 -hour prep time rule q Participants Ø Ø Customers Management Product Owner Other engineers (DRAFT: Confidencial Restricto) 27

SCRUM (DRAFT: Confidencial Restricto) 28

(DRAFT: Confidencial Restricto) 29

Bibliografia Recomendada (DRAFT: Confidencial Restricto)

SCRUM (www. controlchaos. com) (DRAFT: Confidencial Restricto) 31

e. Xtreme Programming (DRAFT: Confidencial Restricto) 32

Balancing Agility and Discipline (DRAFT: Confidencial Restricto) 33