2. An Agile Retrospective Clinton Keith

3. Overview Retrospective format What works (clear wins)? What doesn’t 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 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" A time-box is a fixed length of time given to produce results. The results are variable.

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. Sprint Release Priority High Low Future Releases Value Cost Risk Knowledge Prioritized Planning 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 Silver bullet mentality XP is controversial External pressures Management Publisher ApprenticeJourneymanMaster Scrum is hard Changing practices from the start can backfire

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 doesn’t 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 Planning Ideal Waterfall

20. Agile Planning Actual Waterfall

21. Agile Planning Ideal Agile

22. Agile Planning Game Dev Agile

23. Agile and Publishers 3 rd 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 Questions?