Heart of Agile: What is Agile?

HEART OF AGILEWhat is Agile?

THANK YOU TO OUR

THANK YOU TO OURPARTNERS

Pierre Hervouet

My agile journey2009

“WHAT IS AGILE?”


AGILEMANIFESTO

Heart OfAgilePM

BEFORE MANIFESTO AFTER MANIFESTO

2001

PM

Analysis /Requirements

Design

Implementation

Testing /Verification

Rollout/Maintenance

Development

12

# 1

X X X

X

# 2

XX

Scrum

Stakeholder

Product Owner

Developers

ProductOwner

Vision

ScrumMaster

ProductBacklog Potentially

shippable Product

Daily Stand-Up

Sprint

Sprint ReviewBurndown Charts

CRYSTAL

Dynamic Systems DevelopmentMethod (DSDM)

FDD

ASD

ProjectInitiation

AdaptiveCyclePlanning

ConcurrentComponentengineering

QualityReview

Final QA &Release

Speculate Collaborate Learn

XP

SCRUMASD

Pragmaticprogramming

DSDM

FDDCRYSTAL

PM

XP

SCRUMASD


DSDM

FDDCRYSTAL

PMAGILE

MANIFESTO

AGILE MANISFESTO

Agile Manifesto Values

Working softwareover

comprehensivedocumentation

What is the mostimportant Word?







What’s Matter?

anecdote

• CCMI• PMI• RUP

anecdote

• CCMI• PMI• RUP

PMP

CMMI

RUP

12 principles‣ Our highest priority is to satisfy the customer through

early and continuous delivery of valuable software. .‣ Welcome changing requirements, even late in

development. Agile processes harness change for thecustomer's competitive advantage.

‣ Deliver working software frequently, from a couple ofweeks to a couple of months, with a preference to theshorter timescale.

‣ Business people and developers must work togetherdaily throughout the project.

‣ Build projects around motivated individuals. Givethem the environment and support they need, andtrust them to get the job done.

‣ The most efficient and effective method of conveyinginformation to and within a development team is face-to-face conversation.

‣ Working software is the primary measure of progress.‣ Agile processes promote sustainable development.

The sponsors, developers, and users should beable to maintain a constant pace indefinitely.

‣ Continuous attention to technical excellence and gooddesign enhances agility.

‣ Simplicity--the art of maximizing the amount of worknot done--is essential.

‣ The best architectures, requirements, and designsemerge from self-organizing teams.

‣ At regular intervals, the team reflects on how tobecome more effective, then tunes and adjusts itsbehavior accordingly.

“WHAT IS AGILE?”Mindset

AGILEèManifestoèMindset

AGILEMANIFESTO

XP

SCRUMASD


DSDM

FDDCRYSTAL

PM

Failed,29%

Challenged, 60%

Successful, 11%

Waterfall

Failed, 9%

Challenged, 52%

Successful, 39%

Agile

AGILEMANIFESTO

XP

SCRUMASD


DSDM

FDDCRYSTAL

PRACTICES• Daily Stand up meeting• Retrospective• Backlog• Sprint• TDD• Pair programming• Road map• Definition of done• Backlog Grooming• Sprint Planning• Limit the WIP

• Relative sizing• Planning Poker• Dot Voting• User stories• Acceptance criteria• Celebration• A3• Flow visualization• Burn down Chart• Cumulative Flow Diagram• Impediments Backlog• Cost Of Delay• Kudo Card

• Real Option• No estimations• Story Points• Persona• Velocity• Client Proxy• Self-organized team• Definition of Ready• Gemba• Time Boxes• Prune the Product Tree• Product roadmap• Prototyping• …

CERTIFICATIONS

COMPLEXITY OF AGILE

AGILEMANIFESTO

XP

SCRUMASD


DSDM

FDDCRYSTAL

Beware the dark side of the force

THE DARK SIDE OF agile

THE NEW MANIFESTO

AGILE VALUESIndividuals & Interactions OVER processes & Tools

Working software OVER comprehensive documentation

Customer Collaboration OVER Contract negotiation

Responding to change OVER Planing

AGILE VALUES UNDERSTANDINGIndividuals & Interactions _NO_ processes & Tools

Working software _NO_ comprehensive documentation

Customer Collaboration NO_ Contract negotiation

Responding to change _NO_ Planing

DARK SIDE OF AGILE PRINCIPLES

Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software.Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software. .Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software…”we don’t care of thequality”


Welcome changing requirements, even late in development. Agileprocesses harness change for the customer's competitive advantage

Welcome changing requirements, even late in development. Agileprocesses harness change for the customer's competitive advantage


Deliver working software frequently, from a couple of weeks to acouple of months, with a preference to the shorter timescale.

Deliver working software frequently, from a couple of weeks to acouple of months, with a preference to the shorter timescale.


Business people and developers must work together daily throughoutthe project.

Business people and developers must be busy together dailythroughout the project.


Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get the jobdone.

Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get the jobdone.

DARK SIDE OF AGILE PRINCIPLESThe most efficient and effective method of conveying information toand within a development team is face-to-face conversation.

The most efficient and effective method of conveying information toand within a development team is face-to-face conversation (ALWAYS !)

The most efficient and effective method of conveying information toand within a development team is face-to-face conversation (and wehave to do systematically detailled minutes)


Working software is the primary measure of progress.

Working software is the ONLY measure of SUCCESS.


“Agile processes promote sustainable development. The sponsors,developers, and users should be able to maintain a constant paceindefinitely.”

“Agile processes promote sustainable development (at minima). Thesponsors, developers, and users should be able to maintain a constantpace (not to fast) indefinitely.”


“Continuous attention to technical excellence and good designenhances agility.”

“Continuous attention to technical excellence and good designenhances agility.” We deliver“Continuous attention to technical perfection and perfect designenhances agility.”


“Simplicity--the art of maximizing the amount of work not done--isessential.”

“Simplistically-the art of maximizing the amount of work not done--isessential.”

DARK SIDE OF AGILE PRINCIPLES“The best architectures, requirements, and designs emerge from self-organizing teams.”

“The best architectures, requirements, and designs emerge from self-managing teams.”

“The best architectures, requirements, and designs emerge from self-organized teams.”


“At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly.”

“At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly.”

Beware the dark side of the force

THE DARK SIDE OF agile

THE NEW MANIFESTO

DARK SIDE OF AGILE PRINCIPLES1. 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 advantage3. 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 be busy 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 (and we have to report in detail)7. Working software is the ONLY measure of SUCCESS.8. “Agile processes promote sustainable development (at minima). The sponsors, developers, and users should be

able to maintain a constant pace (not to fast) indefinitely (like the project).”9. “Continuous attention to technical perfection and perfect design enhances agility.”10. “Simplistically-the art of maximizing the amount of work not done--is essential.”

11. “The best architectures, requirements, and designs emerge from self-organized teams.”12. “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior

accordingly.”


SHU - HA – RI

FOLLOW THE RULES

BREAK THE RULES

BE THE RULES

SHU - HA – RI - KOKORO

FOLLOW THE RULES

BREAK THE RULES

BE THE RULES

The Heart

AGILEMANIFESTO

Heart OfAgile

XP

SCRUMASD


DSDM

FDDCRYSTAL

THE HEART OFAGILE

400 WORDS

400 WORDS

4 WORDS

4 VERBS

Fortuneteller

THE HEART OFAGILE

Fortune Teller

http://alistair.cockburn.us/http://alistair.cockburn.us/

http://alistair.cockburn.us/ http

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CREDITS

Alistair Cockburnhttp://alistair.cockburn.us/Heart+of+Agile+Fortune+Teller+in+Englishhttp://alistair.cockburn.us/Collaboration+Cards

Pierre Hervouet

ContactInformatio

n

00.961.(0)3.665.755

[email protected]@agilelebanon.org

www.upward.consultingContactInformation www.facebook.com/upwardconsult

@pierre_hervouet@agilelebanon

www.facebook.com/agilelebanon

Heart of Agile: What is Agile?

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