The agile reading glasses: foundation principles and history being agile approaches

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

The Agile Reading Glasses4 fundamental blocks of knowledge you need to have before successfully be able to understand agile

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

Andrea TomasiniAgile Coach & Trainer [email protected]

@tumma72@agile42/coaches

mailto:[email protected]


Pull principleIterative & Incremental

Empirical Process Control

Lean Thinking

Agile Reading Glasses


Empirical Process control

Agile is based on empirical control, through transparency, inspection and adaptation the best processes are emerging while doing, and only retrospectively it is possible to recognize successful adaptation from non successful ones


Defined Process ControlThe time required to complete a repeatable action is a valid proxy to predict time to complete


Statistical Process Control

Based on analysis of historical data, and repeatable patterns

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

68!

10s 20s5s 15s

20 38 5280? 76? 69?


Empirical Process Control

Every step performed while creating a new product is unique, only outcome can be trusted


Defined ControlRepeatable Mechanical Activities

Statistical ControlModerate Uncertainty and Variations

Empirical ControlHigh Uncertainty and Variations

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€€

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Pull Principle

Agile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software


Push

PullIndividualTeam

Compliance

Collaboration Competition

Focu

s on

value


Lean Thinking

Lean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities


Sakichi Toyoda (1867-1930)

• Founder of the Toyota Automatic Loom Works, ltd.

• Inventor of the manual and machine-powered looms

• Initiator of the Lean Thinking

• For-runner of the Toyota Production System, by defining the Jidoka: “Autonomation”




Ove

rbur

den

(無理

: mur

i)

do not overload yourPeople


Unnecessary Variations (斑: mura) keep the Flow

Even


Wasteful Activities (無駄: muda)

remove non value adding

Activities


Iterative & Incremental

Delivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

I need to move from A to B faster, and avoid traffic…


I am not that good at stating in equilibrium I need something more stable…


I am stable now, but not fast as I would like to be, can we go faster?


I figure I am pretty tired in the evening, and though I like sport, I still need to be faster


Inspect the outcome and learn to validate your assumptions & hypothesis

What is this?


Agile Values & PrinciplesAgile Values & Principles are supporting teams developing the right attitude to enable continuos and regular value delivering to the client, while continuously improving


Individuals & interactions

Working software

Customer collaboration

Responding to change

Processes & tools

Comprehensive documentation

Contract negotiation

Following a plan

o v e r

We recognize the value here...We value

this more….


Self-OrganizationTeams are organizing and managing themselves, as they are taking responsibility to deliver value and maximize their effectiveness and efficiency


self-

organi

zed

managed


...all on the same boat...all on the same boat


FocusDeliver value, one step at a time by stopping starting new things, and focusing on finishing already started things


Focus: Getting things done, one at a time...


1. Agile is more about being different than doing different things… it is a mindset and culture change



2. Being aware of the complexity of the environment in which the work is done, increases the likelihood to chose the right system of control



3. Being agile shouldn't be a goal in itself, but the way to achieve greater customer satisfaction, by leverage learning in the process



4. Agile requires discipline, perseverance and continuous inspection and adaptations: that is while being simple… it ain’t easy!



Thank

You!


More food for thought...

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The agile reading glasses: foundation principles and history being agile approaches

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