{"id":906,"date":"2020-02-06T13:03:52","date_gmt":"2020-02-06T12:03:52","guid":{"rendered":"https:\/\/agilerasmus.com\/wordpress\/?p=906"},"modified":"2021-01-19T08:07:56","modified_gmt":"2021-01-19T07:07:56","slug":"teams-kan-aldrig-bliver-mere-agile-end-sine-omgivelser","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/teams-kan-aldrig-bliver-mere-agile-end-sine-omgivelser\/","title":{"rendered":"Teams kan aldrig bliver mere agile end sine omgivelser"},"content":{"rendered":"\n<p>Til at varme\nlidt op vil jeg bruge en metafor om en container havn. Forestil dig at du er en\nfabrik der producerer dimser som skal sendes med container til slutbrugeren.\nN\u00e5r dimserne er f\u00e6rdige og klar til at blive sendt til brugeren, s\u00e5 pakkes de i\nen container der fragtes til havnen. Det er et potentielt releasebart produkt.\nFabrikken og medarbejderne beh\u00f8ver ikke l\u00e6ngere bekymre sig om at producere\ndimser til den p\u00e5g\u00e6ldende slutbruger. N\u00e5r rette tid kommer, s\u00e5 skibbes\ncontaineren afsted med skib til slutbrugeren. Hvis vi leger med tanken om at\ndet er slutbrugen der bestemmer hvorn\u00e5r skibet sejler, s\u00e5 har vi pr\u00e6cis den\nsituation vi gerne vil have n\u00e5r vi arbejder iterativt og inkrementelt. Vi\nleverer et potentielt releasebart produkt, der frigives n\u00e5r slutbrugeren er\nklar til det.<\/p>\n\n\n\n<p>Hvis vi lige\nskal reflektere over den m\u00e5de din organisation arbejder, s\u00e5 kan du pr\u00f8ve at\nbesvare f\u00f8lgende sp\u00f8rgsm\u00e5l:<\/p>\n\n\n\n<div class=\"wp-block-group\"><div class=\"wp-block-group__inner-container\">\n<ul><li>Hvor mange teams leverer et potentielt releasebart produkt hvert sprint?<\/li><li>Hvor mange teams leverer et potentielt releasebart produkt og f\u00e5r bruger-feedback i l\u00f8bet af et sprint?<\/li><li>Hvor mange teams leverer et potentielt releasebart produkt og f\u00e5r bruger-feedback hvert sprint i produktion?<\/li><\/ul>\n<\/div><\/div>\n\n\n\n<p>.. hvis ikke\ner det s\u00e5 iterativt og inkrementelt?<\/p>\n\n\n\n<p>Og er det\noverhovedet et problem? <\/p>\n\n\n\n<p>For at finde\nud af om det er et problem, s\u00e5 skal vi tilbage i tiden. Kan du huske Winston Royce?\nM\u00e5ske ikke, men Winston Royce beskrev i 1971 den metode som vi i dag kender som\nvandfaldsmetoden. I vandfaldsmetoden arbejder man i faser &#8211; startende med\nanalyse og afslutningsvis i drift. S\u00e5dan et genneml\u00f8b kan vare i flere \u00e5r.<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img data-attachment-id=\"912\" data-permalink=\"https:\/\/agilerasmus.com\/wordpress\/teams-kan-aldrig-bliver-mere-agile-end-sine-omgivelser\/image-1\/\" data-orig-file=\"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?fit=2289%2C768&amp;ssl=1\" data-orig-size=\"2289,768\" data-comments-opened=\"1\" data-image-meta=\"{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;0&quot;}\" data-image-title=\"image-1\" data-image-description=\"\" data-image-caption=\"\" data-medium-file=\"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?fit=300%2C101&amp;ssl=1\" data-large-file=\"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?fit=1024%2C344&amp;ssl=1\" loading=\"lazy\" width=\"2289\" height=\"768\" src=\"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?fit=1024%2C344&amp;ssl=1\" alt=\"\" class=\"wp-image-912\" srcset=\"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?w=2289&amp;ssl=1 2289w, https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?resize=300%2C101&amp;ssl=1 300w, https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?resize=1024%2C344&amp;ssl=1 1024w, https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?resize=768%2C258&amp;ssl=1 768w, https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?resize=1536%2C515&amp;ssl=1 1536w, https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image-1.png?resize=2048%2C687&amp;ssl=1 2048w\" sizes=\"(max-width: 1000px) 100vw, 1000px\" \/><\/figure>\n\n\n\n<p>Vandfaldsmetoden er en rigtig god metode. Specielt hvis man arbejder med problemer som er forholdsvis simple i den forstand at man kan analysere sig frem til en n\u00f8jagtig l\u00f8sning som ikke skal fraviges. Et eksempel p\u00e5 s\u00e5dan et projekt kan v\u00e6re en bro. Her laves en masse indledende boringer, analyser, tegninger og beregning inden byggearbejdet bliver igangsat. Byggearbejdet best\u00e5r basalt set af at h\u00e6lde beton i forme og montere f\u00e6rdigproducerede elementer. I tilf\u00e6ldet med brobygning, s\u00e5 er alle andre metoder en vandfald fjollede. <\/p>\n\n\n\n<p>Winston\nRoyce beskrev vandfaldsmetoden p\u00e5 et tidspunkt hvor datakraft var begr\u00e6nset og\nsystemer blev programmeret ved hj\u00e6lp af fysiske hulkort. N\u00e5r hulkortet var klar\ntil k\u00f8rsel, blev der booket tid til k\u00f8rsel af systemet. En forholdsvis tung\nproces sammenlignet med i dag. <\/p>\n\n\n\n<p>P\u00e5 trods af\nde foruds\u00e6tninger der var i systemerne, s\u00e5 beskrev Winston Royce faktisk ogs\u00e5 problemerne\nved at bruge vandfaldsmetoden. Det er bare ikke alle der har l\u00e6st den del af\nhans artikel. Han skrev alts\u00e5 allerede i 1971 at vandfaldsmetoden var risikabel\nog kunne fejle. Den prim\u00e6re \u00e5rsag til at vandfaldsmetoden fejler er at den ikke\nkan h\u00e5ndtere l\u00e6ring opn\u00e5et undervejs &#8211; ogs\u00e5 kendt som feedback. <\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img data-attachment-id=\"911\" data-permalink=\"https:\/\/agilerasmus.com\/wordpress\/teams-kan-aldrig-bliver-mere-agile-end-sine-omgivelser\/image-3\/\" data-orig-file=\"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?fit=1880%2C1170&amp;ssl=1\" data-orig-size=\"1880,1170\" data-comments-opened=\"1\" data-image-meta=\"{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;0&quot;}\" data-image-title=\"image\" data-image-description=\"\" data-image-caption=\"\" data-medium-file=\"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?fit=300%2C187&amp;ssl=1\" data-large-file=\"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?fit=1024%2C637&amp;ssl=1\" loading=\"lazy\" width=\"1880\" height=\"1170\" src=\"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?fit=1024%2C637&amp;ssl=1\" alt=\"\" class=\"wp-image-911\" srcset=\"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?w=1880&amp;ssl=1 1880w, https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?resize=300%2C187&amp;ssl=1 300w, https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?resize=1024%2C637&amp;ssl=1 1024w, https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?resize=768%2C478&amp;ssl=1 768w, https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2020\/02\/image.png?resize=1536%2C956&amp;ssl=1 1536w\" sizes=\"(max-width: 1000px) 100vw, 1000px\" \/><\/figure>\n\n\n\n<p>Dykker man yderligere ned i Winston Royces artikel, s\u00e5 finder man en tegning med bagud vendte pile. Jeg skal nok undlade at g\u00e5 i detaljer, men bare p\u00e5pege at han allerede dengang inds\u00e5 at det var essentielt at indarbejde feedback loops i udviklingen.<\/p>\n\n\n\n<p>I mere\nmoderne tid arbejder stort set alle efter Scrum. Scrum er beskrevet af Jeff\nSutherland og Ken Schwaber i den officielle Scrum guide og beskriver en\niterativ og inkrementel tilgang til risikominimering og optimering af\nforudsigelighed.<\/p>\n\n\n\n<p>Og hvordan\ng\u00f8res det? Jo, det der sker, er faktisk at man koger hele Winston Royces\niterative vandfaldsmodel ned i korte iteration af 2-4 uger med fokus p\u00e5 at\nlevere et f\u00e6rdigt produkt der potentielt kan releases. <\/p>\n\n\n\n<p>En af\nguruerne inden for agil udvikling er Craig Larman. Craig beskriver agil udvikling\nsom et redskab til at underst\u00f8tte \u00e6ndring af retning for hele tiden at kunne\narbejde p\u00e5 det der skaber allermest v\u00e6rdi for kunden p\u00e5 nuv\u00e6rende tidspunkt.\nDet er i stor kontrast til den oprindelige vandfaldsmodel. Her leverer man den\nv\u00e6rdi man beskrev i analysefasen og hvem ved om det reelt er det der giver mest\nv\u00e6rdi i dag?<\/p>\n\n\n\n<p>Kigger vi i\nde agile principper der f\u00f8lger med det agile manifest, s\u00e5 finder vi helt\nspecifikt to principper der beskriver det vi \u00f8nsker at opn\u00e5 med iterativ og\ninkrementel udvikling:<\/p>\n\n\n\n<p>Nr 1 &#8211; vores\nh\u00f8jeste prioritet er at skabe glade kunder ved at levere v\u00e6rdi kontinuert<\/p>\n\n\n\n<p>Nr 7 &#8211; Den\nprim\u00e6re indikator for succes er velfungerende software &#8211; og alts\u00e5 ikke antal\ntimer der er brugt p\u00e5 projektet!<\/p>\n\n\n\n<p>N\u00e5, nok om\nteori og videre til det der virkelig batter noget! Hvad er det s\u00e5 du kan g\u00f8re i\ndagligdagen som leder eller medarbejder?<\/p>\n\n\n\n<p>Du kan\nstarte med at sp\u00f8rge: Giver dette sprint v\u00e6rdi hvis der skal arbejdes p\u00e5 noget\nnyt i n\u00e6ste sprint? <\/p>\n\n\n\n<p>Alts\u00e5, hvis\nteamet skal arbejde p\u00e5 et nyt projekt om 2 uger; hvilken v\u00e6rdi f\u00e5r kunden s\u00e5 af\ndet arbejde der er udf\u00f8rt? <\/p>\n\n\n\n<p>En anden\nting man kan g\u00f8re er at inspicere de backlogs der arbejdes p\u00e5. Her er et\neksempel &#8211; du kan selv afg\u00f8re om det er et godt eksempel:<\/p>\n\n\n\n<p>P\u00e5\nbackloggen st\u00e5r der: analyse af pdf \u00e6ndringer, design af pdf l\u00f8sning, programmering\naf pdf l\u00f8sning. <\/p>\n\n\n\n<p>Forestil dig\nat teamet kun har kapacitet til at l\u00f8fte 2 opgaver i et sprint og derefter skal\narbejde p\u00e5 et nyt projekt. Er det s\u00e5 en god opdeling af opgaver? <\/p>\n\n\n\n<p>Du kan ogs\u00e5\npr\u00f8ve at g\u00e5 forbi teamets sprint board efter de har holdt daily standup. Jeg\nhar flere gange set sprint boards hvor \u201dtodo\u201d og \u201ddone\u201d s\u00f8jlerne er tomme mens \u201ddoing\u201d\ns\u00f8jlen er proppet. Er det godt? Alle opgaver er i gang, alle i teamet er\naktiverede. Det m\u00e5 da v\u00e6re godt &#8211; eller hvad? <\/p>\n\n\n\n<p>I min optik\ner det et problem: Der er massiv risiko for at ingen opgaver n\u00e5r at blive\nf\u00e6rdige, da der slet ikke er fokus p\u00e5 at f\u00e5 lukket de enkelte opgaver. En anden\nting der er risiko for, det er at der er afh\u00e6ngigheder til enkelte n\u00f8glepersoner.\nHvad nu hvis han bliver syg? Hvad sker der s\u00e5 for projektet n\u00e5r alt er i gang\nog intet er afsluttet?<\/p>\n\n\n\n<p>Sidste\neksempel jeg har med kan ses ved deltage p\u00e5 sprint review med teamet. Her har\njeg oplevet et team der ved 3 sprint reviews i tr\u00e6k har pr\u00e6steret at berette at\nde stadig er i gang med &#8220;opdatering af pdf l\u00f8sning&#8221;. Det er da\ndejlig, men hvad betyder det? Hvad har jeg som interessent reelt f\u00e5et for de\npenge der er afsat til udvikling? Indtil videre har jeg ikke f\u00e5et meget mere\nend et stykke kage og et flot powerpoint. <\/p>\n\n\n\n<p>N\u00e5, men, et\nsp\u00f8rgsm\u00e5l der m\u00e5ske er dukket op hos dig er: Kan det virkelig passe at det en\nleder skal g\u00e5 rundt og se p\u00e5 backlogs og deltage i reviews? <\/p>\n\n\n\n<p>Det synes\njeg. <\/p>\n\n\n\n<p>Husk at man som leder netop skal skabe de bedst mulige rammer for success. Hvis det betyder at man skal v\u00e6re sparringspartner omkring backlogs og deltage p\u00e5 reviews &#8211; ja, s\u00e5 er det ledelse.<\/p>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>Til at varme lidt op vil jeg bruge en metafor om en container havn. Forestil dig at du er en fabrik der producerer dimser som skal sendes med container til slutbrugeren. N\u00e5r dimserne er f\u00e6rdige&#8230;<!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":909,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true},"categories":[2,21],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.8 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Teams kan aldrig bliver mere agile end sine omgivelser - @agilerasmus<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/agilerasmus.com\/wordpress\/teams-kan-aldrig-bliver-mere-agile-end-sine-omgivelser\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Teams kan aldrig bliver mere agile end sine omgivelser - @agilerasmus\" \/>\n<meta property=\"og:description\" content=\"Til at varme lidt op vil jeg bruge en metafor om en container havn. 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