The Great Agile ChallengeAre You Right-handed in a Left-handed World?
Steve WilleAuthor, Colorful Leadership
Copyright © 2018 Steven F. Willewww.ColorfulLeadership.info Agile Waterfall
Waterfall:
Predictable and
controlled process
• Full scope
• On time
• On budget
Agile:Thriving in an
unpredictable world• Prioritized scope• Time boxed• Budgeted
Time Cost
Scope
Triple
Constraints
Product BacklogNever Finished
More Features…
Minimum Viable Product
MVP
Time Cost
Scope
More Features…
Minimum Viable Product
MVPThe Great Agile
Challenge #1
OrganicLet It Happen
MechanicalMake It Happen
Unknown / Planned
Sequential
Random
Sequential, Linear Step-By-StepRandom, Multi-dimensional
Agile Waterfall
The Great Agile Challenge #2
Random / Sequential
Random• Now: total of the
past, interactive present, and seed for the future
• Patterns that are random and three dimensional
Sequential• Discrete unites of
past, present, and future
• Step-by-step linear progression of activities
Source: An Adult’s Guide top style, Published by Gregorc
Viewof Time
0
10
20
30
40
50
60
70
Random Neutral Sequential
Survey Results
0%
10%
20%
30%
40%
50%
60%
Technical Staff Project Mgr Business Mgt Business Staff Other Unknown
Role
0%
5%
10%
15%
20%
25%
30%
35%
40%
20 30 40 50 Unknown
Age
28%
29%
30%
31%
32%
33%
34%
35%
36%
37%
Male Female Unknown
Gender
Abstract
Concrete
How do you feel? What do you think?
What will you do?
• Well researched information
• Work through ideas thoroughly
• Step-by-step process
• A schedule to follow
Random Sequential
Meeting People’s Needs
Abstract
Concrete
• Concrete Examples
• Try it
• Speak From the heart
• Collaboration
• Well researched information
• Work through ideas thoroughly
• Concrete Examples
• Try it
• Speak From the heart
• Collaboration
Meeting People’s Needs
Waterfall• Step-by-step
process• A schedule to
follow
• Well researched information
• Work through ideas thoroughly
• Concrete Examples
• Try it
• Speak From the heart• Collaboration
Meeting People’s Needs
Agile• Step-by-step
process• A schedule to
follow
Random Sequential
Validation Techniques:
Abstract
Concrete
• Personal proof via the senses
• Accredited experts
• Personal intellectual formulae
• Conventionally accredited experts
• Inner guidance system
• Practical demonstration
• Rarely accepting of outside authority
Validation Techniques:
• Personal proof via the senses
• Accredited experts
• Personal intellectual formulae
• Conventionally accredited experts
• Inner guidance system
• Practical demonstration
• Rarely accepting of outside authority
Waterfall
Validation Techniques:
• Personal proof via the senses
• Accredited experts
• Personal intellectual formulae
• Conventionally accredited experts
• Inner guidance system
• Practical demonstration
• Rarely accepting of outside authority
Agile
What They Might Dislike:
• Having to justify feelings• Having to quantify
• Fuzzy thinking and inaccurate conclusions
• Lack of logic and testing
• People who need guarantees
• Procedures without exception
• Broken promises and surprises
• Questions withoutright/wrong answers
Random Sequential
Abstract
Concrete
Scrum: in rugby, an ordered formation of players, used to restart play
58% Scrum10% Scrum/XP8% Multiple8% Scrumban5% Kanban5% Other2% Iterative Development1% Lean Development<1% Lean Startup<1% Feature Driven Development (FDD)<1% DSDM<1% XP<1% Agile Unified Process (AgleUP)2% I Don’t Know
https://explore.versionone.com/state-of-agile/versionone-11th-annual-state-of-agile-report-2
Agile Practice Survey
58% Scrum10% Scrum/XP8% Multiple8% Scrumban5% Kanban5% Other2% Iterative Development1% Lean Development<1% Lean Startup<1% Feature Driven Development (FDD)<1% DSDM<1% XP<1% Agile Unified Process (AgleUP)2% I Don’t Know
https://explore.versionone.com/state-of-agile/versionone-11th-annual-state-of-agile-report-2
Agile Practice Survey
Showcase
ReleasableProduct
Retrospective
Product Backlog
• User stories
• Features
• Epics
Sprint Backlog
Plan Sprint
Sprint Time-Box
Inspect and Adapt
Plan Big Picture
• Daily 15 min Standup Meeting
• Develop and Test
• Refine Backlog
• Well researched information
• Work through ideas thoroughly
• Concrete Examples
• Try it
• Speak From the heart• Collaboration
Meeting People’s Needs
Scrum• Step-by-step
process• A schedule to
follow
User Stories• Written by end users.
• Intentionally ambiguous
• Intentionally brief
• The essence, not the details
As a <role> I want <what> so that <why>.
Acceptance Criteria:1.2.
Requirements
Specific
Measurable
Achievable
Relevant
Time-bounded
The system shall:
1.
2.
CustomerExpectations
Agile Waterfall
UserStories
• Having to justify feelings• Having to quantify
• Fuzzy thinking and inaccurate conclusions
• Lack of logic and testing
• People who need guarantees
• Procedures without exception
• Broken promises and surprises
• Questions without right/wrong answers
What They Might Dislike:
Requirements
• Having to justify feelings• Having to quantify
• Fuzzy thinking and inaccurate conclusions
• Lack of logic and testing
• People who need guarantees
• Procedures without exception
• Broken promises and surprises
• Questions without right/wrong answers
What They Might Dislike:
The Great Agile Challenge #3
Excellence / Perfection
User Stories
As a <role> I want <what> so that <why>.
Acceptance Criteria:12
Requirements
The system shall:
1.
2.
• Written by end users.
• Intentionally ambiguous
• Intentionally brief
• The essence, not the details
Specific
Measurable
Achievable
Relevant
Time-bounded
Manifesto for Agile Software Development
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
Working software
Customer collaboration
Responding to change
That is, while there is value in the items on the right,
we value the items on the left more.
© 2001 http://agilemanifesto.org/ this declaration may be freely copied in any form, but only in its entirety through this notice
over processes and tools
over comprehensive documentation
over contract negotiation
over following a plan
People
Innovation Process
Colorful Leadership
Model
• Individuals and
interactions
• Working software
• Customer
collaboration
• Responding to
change
• Processes and
tools
• Comprehensive
documentation
• Contract
negotiation
• Following a plan
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.5. Build projects around motivated individuals. Give them the environment and support they need, and
trust them to get the job done.6. The most efficient and effective method of conveying information to and within a development team
is face-to-face conversation.7. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity--the art of maximizing the amount of work not done--is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams.12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.© 2001 http://agilemanifesto.org/ this declaration may be freely copied in any form, but only in its entirety through this notice
People
Innovation Process
Agile Principles2. Changing requirements
9. Technical excellence
10. Simplicity
3. Deliver frequently
7. Working software measure of progress
8. Constant pace
4. Work together daily
5. Motivated individuals
6. Face-to-face
11. Self-organizing teams
12. Team reflects
1. Satisfy the customer
At the core, I believe Agile Methodologists are really about "mushy" stuff…
as if people were the most important, and lose the word "asset".
Jim Highsmith, for the Agile Alliance©2001 Jim Highsmith
People
Innovation Process
Colorful Leadership
Model
Our industry does not respect tradition — it only respects innovation.
Satya Nadella, to Microsoft Employees, February 4, 2014
People
Innovation Process
Colorful Leadership
Model
Improvise…Adapt Predictability…Security
OrganicLet It Happen
MechanicalMake It Happen
Multi-Dimensional Sequential
The Great Agile Challenges
1. Unknown / PlannedTime Cost
Scope
More Features…
Minimum Viable Product
MVP
2. Random / Sequential
3. Excellence / Perfection
4. People / Process
As a <role> I want <what> so that <why>.
The system shall:1. 2.
The Great Agile ChallengeAre You Right-handed in a Left-handed World?
Steve WilleAuthor, Colorful Leadership
Copyright © 2018 Steven F. Willewww.ColorfulLeadership.info Agile Waterfall