 Ini adalah bahan-bahan yang berlainan dengan Ajao Yang berlainan dengan Ajao Okey, jadi sebuah latihan tentang diri saya Saya pertama belajar dan memperkenalkan metodologi Ajao sekitar 5 tahun lalu Dan ini adalah sebuah timur di Australia Dan kemudian di New Zealand Dan sebuah timur juga bermula dari Ajao pada masa yang sama Dan jadi mereka membeli Ajao pelajar untuk membawa kita semua ke atas Dan itu di mana saya bermula dari Ajao Sekarang saya tidak menggunakan Ajao Pada syarikat sekarang saya tidak percaya dalam Ajao Tetapi... Oh, betul Apa? Baiklah Jadi, ini adalah Ajao Mari kita memikirkan apa yang berlainan Jadi, pada tahun 2001, sebuah latihan yang berlainan Mereka datang bersama dan berjalan dengan Ajao Mereka datang bersama dengan Ajao Dan sebuah idea adalah bahan-bahan Dan solusi berlainan dengan masa Dan kemudian memperkenalkan perjalanan yang berlainan Dan timur berlainan lebih baik B Atlas IP Sebuah idea ini bukan memperkenalkan Dan memperkenalkan Sebab itu kami perlukan timur bersalah Dan timur berlainan Pasti perlihatan adaptif Investment development Development early delivery And continuous improvement And encourages rapid and flexible responses to change Okey? Itu adalah perangkatan Ini adalah konsep yang adalah Capun keusungan dan untuk tersendirikan Mereka berlainan dengan melalui peruatan So throughout the years, this agile manifesto actually brought about different types of agile methodologies out there. Okay, let's have a look. Okay, so this is the agile manifesto. And basically this is the core of what all the different software methodologies that we have today. So basically what this means, the processes and tools are important. We know that these are building blocks. These on the right hand side are the building blocks of all software projects out there, right? Processes and tools, definitely we know that's important. So these are without present tools basically we can't really view the whole project clearly and so on and so forth. Comprehensive documentation is definitely very important. It's our main form of communication about what that software does. And yeah, contract negotiation is where the money comes in. Without a contract negotiation, we don't get any profit from your software. And following a plan is definitely important because without a plan you have no goal. Without a goal, you don't see an endpoint, right? But agile manifesto basically says that this on the left should be more important than those on the right. So traditionally we know those on the right is what builds the software. And those on the left should be considered a lot more important. What this means, individuals and interactions, right? Individuals and interactions basically the teamwork, the ones using the processes and tools are a lot more important than the processes and tools themselves. Working software is definitely more important than comprehensive documentation. Without a working software, documentation just down the drain, right? Customer collaboration is more important. What this means is that you need to collaborate and make sure you get what the customer wants to deliver what the customer wants instead of just consider the contract negotiation. And responding to change is definitely more important than following a plan. This is on the basis that yes, requirements will change and it's more important to respond to these requirements change than to follow a plan that was fixed. Don't know how many months ago. And from these four rules in agile manifesto came about the 12 principle that supports those four rules. And let's go through them. Okay. Highest priority is to satisfy the customer through early and continuous delivery of available software. So you see this is an iteration, right? First you get the requirements, you consult the customer, you develop the software and then you have your software, you have your product. And then you go back, let the customer see your product, get your next requirement, see whether it satisfy any changes. And then you go back, work through the software and then you get your product again. So these are iterations of an agile project and with changing requirements, so change is good. We expect change and basically any change anywhere we should outcome it, right? This allow us to basically respond to the change that the customer requires and basically give the customer a competitive edge, right? And we to deliver software frequently and basically this means weeks, not months. Make sure that we have an iteration couple of weeks instead of months and basically the requirements not fixed. The requirements basically, we will get the requirements as late as possible. Basically the start of the iteration then only we fix the requirements, then only we start planning. And all the time and resources should be fixed through time boxing and small teams. I'll explain why small teams is important later. We plan for each iteration. Okay. This is the third principle. Now the fourth principle that the business people and developers must work very closely together. Basically, what this means is that the developers should always have access to the customers or the business. This is important. And next, we need to build projects around motivated individuals. So the individuals are the ones that will be building the software. So we need to keep them happy, keep them motivated and they need to be able to take initiative. And most efficient and effective way of conveying any idea, right? This is like what we trying to do with anything we do in project is like the fastest way from A to B. Fastest way to communicate an idea is face to face. No doubt about that. Not through email or anything like that. And not through Skype. Right? Yep. Working software is the primary measure of progress. So basically, regardless of anything else, any milestones, it has to have a working software. It's a key. And it has to be a sustainable development. So constant pace, each iteration should be the same amount of time. Right? Same length of time. And basically, if you think, oh, let's just do the hard work now we can rest when the project has ended. That means that you're already off the rails. So yep. Make sure that it's sustainable. That the team doesn't take on more than it can handle. And continuous attention to technical excellence. Technical excellence, good design, continuous testing, all these equals a quality product. Quality product means a happy customer. Simplestity is the key. The simpler it is, the better it is. Simple rules for anything, simple requirements, simple design is always the best. The more simple it is, the more effective it is. Self-organising teams. What does this mean? It means no managers allowed. Okay? So the team are the ones that organise themselves. They pick up the tasks that they know they can do. And basically, the customers are the ones that set the priority, of course. And they have to pick the tasks from the priority list. And they, surprisingly, this actually comes out with a better product. And regularly, the team should reflect on how to become more effective regularly. Basically, at every iteration, the team should come together and see how they can better themselves. Right? This is, you know, this is like learning. You know, learning has no ending. You can always learning. You're always improving. Right? Different teams, you might have different things. And the next day, you might be joining a different team and you'll work differently also. Okay? So these are the 12 principles of agile. Next, we'll look at the agile methodologies. Right? So this, jama adodos adodos, this is not an exhaustive phase. Right? I'll go through only three of them. Sorry, before I move on to the methodology, this extreme programming and so on and so forth. Any questions? From the user perspective, not a technical perspective, how would I be able to convince that agile is the best solution for a particular project? Yes. So this, to me, Sebuah pertanyaan telah diperkenalkan oleh banyak orang Dan pada hati saya, betul-betul ini semua tentang perubahan kultur Dalam perniagaan sepanjang perniagaan Jadi cara yang terbaik jika anda tanya saya Ia hanya mendapat semua orang untuk menerima kursus jauh Dan kemudian mereka akan memperkenalkan Tetapi dalam cara anda dapat memperkenalkan mereka Sebuah contoh Bagaimana ada beberapa projek yang diperkenalkan kepada Teknologi atau Teknologi Dan beberapa projek yang lain Yang diperkenalkan kepada Teknologi Bagaimana ada perubahan yang diperkenalkan? Ya, pasti Jadi jika anda pergi online Ada satu chart yang beritahu anda Bagaimanapun Scrum Ia akan beritahu anda bahawa Ia lebih diperkenalkan kepada masalah kompleks Ia lebih diperkenalkan kepada masalah jauh Jika untuk projek yang mudah Ia mungkin tidak perlu menerima masalah jauh Dan beberapa perubahan yang Scrum juga diperkenalkan Ia seharusnya mempunyai 3-9 orang Dan jika ia terlalu besar Memperkenalkan mereka menjadi dua perubahan Jika ia terlalu kecil Jangan berbunuh Ia berjalan dengan lebih baik dan berada di depan Tetapi pasti anda boleh memperkenalkan Bagaimana ada beberapa perubahan yang diperkenalkan Tapi ya, ada beberapa perubahan di sana Bagaimana anda dapat memperkenalkan jauh Ada apa-apa pertanyaan? Mari kita lihat apa yang menggunakan Scrum Pertama, perubahan yang terkenal adalah pada tahun 1996 Sebelum manifestor Ajaan datang Kenapa ia menggunakan Scrum? Kerana ia mengambil pemunyai yang terbaik untuk Scrum Pertama, pembunuh pembunuh Di pembunuh pembunuh Untuk pembunuh pembunuh Banyak sebab menggunakan Scrum Kita lihat lepas Scrum Biasanya, terutamanya dalam Dan ia memperkenalkan Dalam 5 alasan yang penting Jadi ia bercakap tentang alasan Mari kita lihat jika saya dapat tahu Ya, itu betul Jadi pembunuh kita bercakap tentang Pembunuh pembunuh adalah penting untuk sesiapa yang berbunuh Biar saya beritahu Pembunuh pembunuh adalah perkara yang paling penting Pemunuh perubahan Pembunuh pembunuh adalah selalu lebih baik Semuanya akan dibuat dengan lebih mudah Semuanya akan lebih baik Dan pembunuh pembunuh Pembunuh pembunuh adalah dengan komunikasi Simpliciti, lagi, adalah alasan yang penting Pembunuh pembunuh adalah perkara yang penting Pembunuh pembunuh adalah penting Pembunuh pembunuh adalah cara kita belajar Tanpa pembunuh, kita tidak belajar Kita hanya berbunuh dalam alasan yang sama Kita perlukan pembunuh Untuk pembunuh pembunuh Ini akan berkaitan Pembunuh pembunuh yang berbeza Saya akan menunjukkan kepada anda nanti Dan hormat, bukan hanya hormat Untuk pembunuh pembunuh Tapi pembunuh pembunuh juga, sangat penting Ini berkaitan dengan Pembunuh pembunuh yang saya bercakap tentang tadi Dan kerajaan Jadi perkara ini tentang kerajaan Dalam pembunuh pembunuh Mereka mempunyai kerajaan Untuk membuat pembunuh Untuk membuat pembunuh Untuk pembunuh yang bercakap Jika mereka tahu bahawa Untuk membuat perkara atau Mereka hanya mahu mempunyai pembunuh Kerajaan untuk mempunyai Jika anda mempunyai Ada apa-apa yang anda mahu mempunyai Anda mahu minta Pembunuh pembunuh Kerajaan ini sangat penting Untuk mempunyai komunikasi yang baik Dan untuk anda mempunyai kerajaan itu Anda perlu dapat membuat Pembunuh pembunuh untuk pembunuh Jadi Ini adalah pembunuh Pembunuh Kerajaan untuk mempunyai pembunuh Kerajaan untuk membuat pembunuh Kerajaan untuk bermula Kerajaan untuk bermula Dan kadang-kadang anda mempunyai pembunuh Kalaulah anda tahu Buk tearing pembunuh Kira j please Dan anda mempunyai pembunuh Tidak nanti Harap pembunuh Cara permainan hanya menjaga Mereka memperbaiki pembunuh Pembunuh dalam beberapa hari dan setiap mesyuarat setiap hari, perniagaan antara perniagaan, ia harus dibuat pada masa. Dan perniagaan perniagaan harus dibuat pada masa lebih daripada masa. Perniagaan perniagaan, sekali lagi, harus dibuat pada masa. Kenapa ini? Kenapa ini? Sekarang, anda selalu mengkode, anda selalu mengkode. Perniagaan perniagaan, dan kemudian ia kembali. Baiklah, kembali dan kembali. Setiap bulan anda kembali ke perniagaan baru, setiap bulan anda kembali ke perniagaan baru, setiap hari anda kembali ke perniagaan baru. Setiap hari anda kembali dan dapat satu lagi. Perniagaan perniagaan itu, keadaan ini. Jadi, ini adalah konsep XB, dan jika anda melakukan ini dengan baik, jika anda mengingatkan ini dengan baik, anda akan mendapatkan kemahaman, produk kemahaman, dan kemahaman kemahaman. Okey. Selama ini, kemahaman adalah kemahaman, anda mempunyai kemahaman yang tidak dipercaya, dan kemudian anda akan menghubungi dari kemahaman yang paling penting ke kemahaman yang paling penting, dan kemahaman yang paling penting, anda akan mempercaya kemahaman kemahaman anda. Dan kemahaman yang terang, ia sangat penting. Tim komunikasi, dan kemahaman, pembahangan, ini projek HUBB. Jadi, kemahaman-kemahaman, kemahaman-kemahaman pembahangan yang kita tahu, yang semua orang tahu, pembahangan, pembahangan, pembahangan, dan pembahangan. Jadi, itu pembahangan ekstrem. Ada sebuah pertanyaan tentang ini? Selanjutnya, kita melihat pembahangan pembahangan. Jadi, ini adalah pembahangan pembahangan pembahangan 7. Ways, belajar, kemahaman, kemahaman, kemahaman, pembahangan, dan kemahaman. Jadi, pembahangan pembahangan adalah untuk menjelaskan pembahangan. Itu adalah konsep asing. Dan ini datang dari pembahangan Pembahangan Toyota. Jadi, pembahangan ini adalah untuk menjelaskan pembahangan pembahangan. Mari kita lihat. Ways, membuat pembahangan pembahangan pembahangan, sehingga pembahangan pembahangan. Jadi, kita akan menjelaskan pembahangan. Jadi, dalam pembahangan pembahangan, ini adalah cara yang kita perlu membuat pembahangan. Okey? Ini adalah cara yang kita bercakap tentang. Jadi, tidak ada pembahangan pembahangan atau produk. Tidak bermaksud mengenai pembahangan. Pembahangan pembahangan atau produk yang digunakan dari pembahangan yang paling penting untuk pembahangan paling penting. Ini adalah pembahangan pembahangan. Deterangkan melakukan pembahangan. Deterangkan pampuan sessual. Deterangkan pembahangan dan pengajaran sejujurnya. Ia bermaksud pengajaran yang tidak perlu yang membuat pembahangan pembahangan. Deterangkan sikologis menerima pembahangan. What that means? No bureaucracy, no politics. No weighting, no multitasking. Everybody, they work on one feature at a time. Don't over-boden them with multitask. No knowledge loss. Make sure that we retain all knowledge possible. And no ineffective communication. Basically this means just have a good communication involved. Amplify learning through show and tell. Through short iterations. What that means is that every iteration you reflect, right? Once you reflect, you learn. Set-base development. Set-base development is basically a practice that keeps requirement and design options flexible for as long as possible during the development. What this means is that you choose the design upfront and you set it right at the start of iteration and not before. Yes. Set-base design, it maintains multiple requirements and design options for as long as possible. That's what it means. Kaizen is a Japanese term that basically means continuous improvement of the process. So every iteration you improve on it. So this is a continuous bit concern. Decide as late as possible. Again, it's the same thing as what I mentioned just now. Basically you only decide at the start of the iteration and you deliver as fast as possible. As short the iteration as possible that allows you to deliver faster. Just in time programming. Okay, workout. It's called the workout technique. What that means is that the roles are turned around. The managers are the ones that will be listening to the developers, not the other way around. So the managers are taught how to listen to developers so they can explain better what actions to take next. As well as provide suggestion for improvements. And human resources. What this means is that we do not treat people as a resource. This is one of the key things. When you talk about resources, it should be in terms of time or money or actual resources like location and equipment but not in terms of people. How do I explain this? Sorry, my blank for a moment. Ya, I think you get what I mean. So if we take the people out of the resource planning, we actually gain a better perspective of the project. That's where human resources come in where people are treated as human resources rather than a resource of the project. And self-organisation, basically the team organise themselves. They are the one that will be building a product. They will be the one that will make the suggestions. They will be the one that will come up with a solution. And customer access is very important. This is where we get team empowerment. With customer access, you have team empowerment. It gives them the ability to do the next two things. Inbuilt integrity. To perceive if integrity is integrity in the customer's eyes. It is integrity to the customer. Better product will give you better perceived integrity. Conceptual integrity is the integrity of the team. And architectural integrity is the integrity of your software. And of course, the integrity testing is basically to test all this, your integrity of your software. And the last principle, the seventh principle is to see the whole, to see the big picture and to make sure that every team member understands the idea, the lean thinking idea. Questions before I move to the next one? Everybody answering. Alright, next we look at Kanban. So, who has seen Kanban before? It's a familiar scene to most of the people. So, these are the different ways to do a Kanban. And basically, it literally means signboard, a message board in Japanese. And basically, Kanban is an Interventory Control System to Control Supply Chain that was developed by Toyota, who is surprised. So, it was developed by an engineer at Toyota. And basically, Kanban is a message board. Basically, it just goes from left to right. And each Kanban card is a task. So, how to build a Kanban straight away? Very easy. Just by these five steps. Capture the team's high-level routine. Basically, what does the team do anyway? Capture it, create the streamline and redecorate your wall. Set limits to chaos, of course. Basically, what this means is that make sure you have only a set number of cards first on any column, on any given column. And to define done. Define done means define a definition done. Be very clear what it means by done before you can move one card to the next and to run daily stand-up. So, through these, let's look at Toyota 6 Rules about Kanban. Little processes picks up the number of items from the earlier process. So, what it means is that each card should only go from the left to the right. And only when they have completed that process, then only they are allowed to move to the next. To be considered done. Earlier process produce items that are of quality. Sequence inquired. What I just say. All processes cannot be without the Kanban web. Just make sure that every single one of them has a card on your Kanban. And basically, what this shows is that each card is a pull process, not a push. What this means is that only when the engineer is available to pick up a task, then only he will pick that card put it on the next stream. And how does this work? Basically, if you look at here, you'll see that there are these little names right there. So, when you pick up a task, you put your name on the card. Simple as that. Questions? Nope. Give you a brief view is that this is our women who code trailer board. There are a couple of tools out there that does similar Kanbans now. You have your activity, your resources and so on and so forth. And GitHub also now has a project board. Similarly, you have your to-do in progress done. Similarly, you can assign people to them. All these are cards. Now, for Kanban, the one of the key things about Kanban is has to be visible to all and visible to the team, especially of course, they are doing a work at all times. So, what this means is that this actually does not fit the definition because everybody on the PC not actually on the wall. So, they do encourage the Kanban on the wall. And most of these manufacturing companies what they do is they have an electronic Kanban. So, it's always displayed on the big screen TV and the Kanban is always displayed to everybody on the team. Alright. Yep. And that's it. Yes. Questions? Of course. Of course. Ya. So, you just have a big screen TV have your trailer board on it at all times. Ya. So, there is a point on self-organisation. I just want to... if you can share some detail on how does it work because when we thought about self-organisation in a team all of the time, people don't really understand each other's task and maybe their advantage and how each other can work together on products or a lot of times do you need a manager to delicate different tasks to people so I'm not sure how does it work. Ya. So, all these 12 principles has to come together. So, you can't just take self-organisation and just run with it. Communication has to be tied in as well. So, basically communication within your team members so everybody have to see the whole picture understand what everybody is doing and organise to come out with a solution. That's the idea. So, you're so ties in with the team empowerment. You know, you make sure that your team, each member actually understands big picture, understands the communication through within each team member and how they can develop and come out with the feature as perfect as possible. So, the role of Scrum Master is not manager. That's for sure, right? Yes. So, it's to facilitate. Basically, they're there to answer any question in terms of the process not actually how the team operates. So, the best Scrum Master who has done her job, he saw her job basically, is one who can excuse herself after a couple of iterations. Basically, we don't need the Scrum Master anymore. It means that he or she has done a great job. The team can run on its own. What would be a typical dynamic in a job team? How do people actually work together? So, in a job team, make sure that it's a cross-functional team. What that means is that each member should be able to do the work of the other. So, they might not be an expert in that work, but basically, they should understand at least what everybody in that team is doing to be able to come out with a complete solution. So, basically, you should have tester, you should have developer if that's how your project is run. It should be a complete team that basically everybody should be able to come out. The team should be able to come out with a complete solution. What that means? Another thing is that in a job, developer does not mean software engineer. The developer in a job team could be your BA, business analyst, could be your tester, it could be your test engineer, it could be your data scientist. It does not have to be the software engineer. So, all these people, these different roles should come about and should be able to develop a complete solution in that future. Good question. And if anything else, you can always approach me after this. And did I overshot? I'm so sorry. Pizzas? Let's have a quick break before our next speaker.