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If Agile had Oscars, which of its principles would qualify as
“leading” vs “supporting?”
David Greene410-967-1650
BEFORE THE TALK: Please review handout with 12 principles and select the
3 you believe to be most important and fundamental.
Contents• Intro slides• Agile in two pictures• 12 principles from 2001 Manifesto
– Top 3– Other 9– Relate to first page of Manifesto– Selected practices behind Top 3 principles
• Learnings from manufacturing/Lean• What to do next
– Assess what you’re already doing (and gaps)– Selecting pilot projects & a flavor of Agile– Think about scaling
Why I’m here today• “never seen a good software spec”
• Elements of an Agile requirements/story workshop from The Agile Samurai :– Get a big open room– Draw lots of pictures– Write lots of stories– Brainstorm everything else– Scrub the list & make it shine
Alexis de Toqueville
What “Best Practice” really means
• Usually good or great
• Possibly fair or even a miserable failure in certain circumstances.
Focus of talk:
fundamental principles, not practices
Agile in two pictures (part 1)
Agile in two pictures (part 2)
Source: http://www.applitude.se
Plan driven
Value driven
Three “leading” Agile principles
#3 Frequent delivery
(working software)
#4 Close
communication
#12 Reflective improvement
Of 12 principles, which 3 “lead”?
Enablers #5 Support & trust, #9 Technical excellence, #10 Simplicity
Results
#1 Valuable SW & satisfied customer
#2 Harness change for competitive advantage
#9 Constant pace
Methods & tools
#6 Face-to-face
#7 Working software as primary measure of progress
#11 Self-organizing teams
Leading principles
#3 Frequent delivery
#4 Close communication
#12 Reflective improvement
End of 1st “iteration”
Frequent delivery
Practices supporting the principle:
• Planning game
• Relative estimation
• Backlog’s prioritized by value
• Limits on WIP
Close communication
Practices supporting the principle:• Co-location & face-to-face meetings (will virtual
communication tools get better?)– Stories– Daily standups – Pair programming
• Big visible info radiators (Kanban board, burndown charts)
• Planning game• Test-driven development
Reflective improvement
Practices supporting the principle:
• Adapt (don’t adopt) an Agile methodology
• Retrospectives – Traditional weakness/problem analysis– Appreciative inquiry
• Traditional quality methods
Learning from Manufacturing/Lean
7 wastes for Manufacturing
Corresponding wastes for Software
1. Overproduction
2. Inventory
3. Extra processing
4. Transportation
5. Motion
6. Waiting
7. Defects
1. ?
2. ?
3. ?
4. ?
5. ?
6. ?
7. ?
Learning from Manufacturing/Lean
7 wastes for Manufacturing
7 corresponding wastes for Software
1. Overproduction
2. Inventory
3. Extra processing
4. Transportation
5. Motion
6. Waiting
7. Defects
1. Extra features
2. Partially done work
3. Relearning
4. Handovers
5. Task switching
6. Delays
7. Defects
Agile trend or fad?
’50 ’60 ’70 ’80 ’90 ’00 ‘10
Waterfall Spiral RAD RUP Agile (Sm) Agile (Lg)
OOP…IDEs …UML…
Deming Toyota Lean
PC Web Web 2.0 Cloud…SO
FT
WA
RE
MF
G
Next: What are you already doing?
#3 Frequent delivery
(working software)
#4 Close
communication
#12 Reflective improvement
Next: Choosing pilot projectsColtSimple, young projects.
Need agility.
Tight teams.
BullAgility to handle uncertainty.
Process definition to
cope with
Complexity.
Laissez
faire.
CowComplex mature
market.
Needs defined
interface.
Source: Todd Little via Israel Gat
Low Complexity High
Low
U
ncer
tain
ty
Hig
h
Sou
rce:
Dea
n Le
ffin
gwel
l