-
AW1 ConcurrentSession11/13/201310:15AM
"The Mindset of Managing Uncertainty:
The Key to Agile Success"
Presented by:
Ahmed Sidky Sidky Consulting Group
Broughttoyouby:
340CorporateWay,Suite300,OrangePark,[email protected]
-
Ahmed Sidky SCG Inc.
Ahmed Sidky, aka Dr. Agile, combines more than fifteen years of
software development experience with research from his Ph.D. in
agile transformation and agility assessment to guide enterprise
agile transformations in Fortune 100 companies. Ahmed helps small
to medium companies worldwide realize sustainable organizational
agility and educates peopleCEOs to developerson the agile mindset
and creating lean high-performing teams. The principal consultant
at SCG Inc. and co-author of Becoming Agile in an Imperfect World,
Ahmed consults, teaches, and writes. He co-founded the
International Consortium for Agile, sat on the steering committee
for the creation of the PMI-ACP certification, and is a frequent
speaker at agile conferences worldwide.
-
An Interactive Talk led by !
Ahmed Sidky, Ph.D. !!
The Mindset of Managing Uncertainty: The Key to Agile
Success
!!
-
15!!!YEARS!
on#the#PMI*ACP##Steering#commi3ee#
Ph.D.#in##Agile##Transforma;on#and##Agility#Assessment#
years#of#experience#in#so@ware#development,#management#and#delivery#
Co*founded# Co*authored#
Consulted,#trained#or#coached#with##people#and#teams#from##
Program#Chair#
-
How do we learn to be Agile?
-
Shu!Follow!the!Rule!
Ha!Break!the!Rule!
!
Stages#of#Learning#1.!Shu!!2.!Ha!!3.!Ri!
Ri!Be!the!Rule!
!
-
Stages#of#Learning#1.#Shu#(Following#Precisely#without#Modica;on#)!!2.!Ha!!3.!Ri!
-
Stages#of#Learning#1.!Shu!!2.#Ha#(Shi@ing#Between#Techniques)!!3.!Ri!
-
Stages#of#Learning#1.!Shu!!2.!Ha!!3.#Ri#(New#techniques,#even#unconsciously)#
-
Shu!Follow!the!Rule!
Ha!Break!the!Rule!
!
Stages#of#Learning#1.!Shu!!2.!Ha!!3.!Ri!
Ri!Be!the!Rule!
!
-
WHY DO WE WANT TO BE AGILE ?
-
Build#
Right!!Product!
The!!To!
-
How we Typically build Stuff
Idea! Plan!/!Procure!
Do!Work!(Execute!/!Implement)!!!to!produce!desired!Output!
Design!/!Explore!the!Output!
Deliver!Output! Get!Reward!
Agree!on!Output!(what!the!customer!actually!needs)!
-
Know#what#to#build#when#there#is#uncertainty#about#what#to#build#
How do we
Know#when#we#will#nish#when#there#are#lots#of#changes#
Execute#when#you#cant#control#the#circumstances#around#execu;on#
-
Lets Explore More
Plan!/!Procure!
Do!Work!(Execute!/!Implement)!!!to!produce!desired!Output!
Design!/!Explore!the!Output!
Idea!
Deliver!Output! Get!Reward!
Agree!on!Output!(what!the!customer!actually!needs)!
-
Knowledge Work
Task Work
Not all work is the same
-
Outcome#based#on#tangible#physical#components#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##knowable#in#advance#
To#what#degree#can#you#coordinate#and#control#all#the#players#needed#to#develop#the#outcome?##
To#what#degree#is#the#outcome#dependent#on#intangible#knowledge#elements?#
To#what#degree#is#the#outcome#knowable#in#advance?#
#
Indu
stri
al A
ge
Kno
wle
dge
Age
Important Questions about Work
-
Dened#Process#to#realize#outcome#
Empirical#Process##to#realize#outcome#
Outcome#based#on#tangible#physical#components#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##knowable#in#advance#
Exact#outcome#is##not#knowable#in#advance#
Asse
mbl
y li
ne m
enta
lity
Kno
wle
dge
wor
k M
enta
lity
Our Mentality Towards Work
-
Is#the#outcome#knowable#in#advance?##
Exact&outcome&is&&knowable&in&advance&
Exact&outcome&is&¬&knowable&in&advance&
-
Exact&outcome&is&&knowable&in&advance&
Exact&outcome&is&¬&knowable&in&advance&
Is#the#outcome#knowable#in#advance?##
-
Exact&outcome&is&&knowable&in&advance&
Exact&outcome&is&¬&knowable&in&advance&
IKIWISI#Ill!Know!It!When!I!See!It!
Is#the#outcome#knowable#in#advance?##
Experience X
-
Exact#outcome#is##knowable#in#advance#
Exact#outcome#is##not#knowable#in#advance#
Exact!outcome!can!not!be!specied!upfront!before!the!actual!work!gets!done!through!modeling.!It!is!possible!to!rst!complete!detailed!specicaTons,!freeze!them!and!then!build.!!!
Exact!outcome!can!not!be!specied!upfront!since!it!is!discovered!as!the!actual!work!gets!done.!AdapTve!steps!driven!by!build!and!
feedback!are!required.!!
We!keep!discovering!more!about!what!we!are!building!as!we!build!it!
Almost!all!of!the!discovery!about!what!we!are!building!is!done!upfront!
Discovery Changes Understanding
-
Dened#Process#to#realize#outcome#
Empirical#Process##to#realize#outcome#
Outcome#based#on#tangible#physical#components#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##knowable#in#advance#
Exact#outcome#is##not#knowable#in#advance#
Asse
mbl
y li
ne m
enta
lity
Kno
wle
dge
wor
k M
enta
lity
Our Mentality Towards Work
-
Percep;on#and#Cost#of#Change#
Outcome(based(on(tangible(&(physical(components(
Outcome(based(on(intangible,((thoughts,(and(knowledge(
-
Boundary#of#Done#
Outcome(based(on(tangible(&(physical(components(
Outcome(based(on(intangible,((thoughts,(and(knowledge(
-
The#Eect#of#Technology#
Outcome(based(on(tangible(&(physical(components(
Outcome(based(on(intangible,((thoughts,(and(knowledge(
-
Outcome#based#on#tangible#physical#components#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Is#the#cost#of#the#change#smaller#than#or#equal#to#the#value#of#the#desired#change?#
When!tangible!or!physical!components!are!part!of!the!building!process!(e.g.!steel,!chips,!gears,!servers,!hard!drivesetc.)!the!cost!of!change!is!commonly!high!leading!to!a!desire!to!get!it!right!the!rst!Tme!and!avoid!the!cost!of!change.!
When!the!outcome!is!dependent!mostly!on!intangible!components!(e.g.!so[ware,!words,!thoughts,!plans!etc.)!
the!cost!of!change!is!commonly!perceived!to!be!low!leading!to!a!desire!
keep!evolving!and!changing!the!outcome!
Continuous Change is the New Norm
-
Dened#Process#to#realize#outcome#
Empirical#Process##to#realize#outcome#
CreaTvity!and!new!thought!is!needed!during!execuTon.!!
!Mostly!of!unpredictable!actors!that!
you!can!not!coordinate!or!control!!
ExecuTon!can!not!be!planned!in!detailed!but!rather!by!inspect!and!adapt!!
!!
No!creaTvity!or!new!thought!is!needed!during!execuTon!!Mostly!predictable!actors!that!you!can!coordinate!and!control!!It!is!possible!to!idenTfy,!dene,!schedule,!and!order!all!the!detailed!acTviTes.!!!
How much can we really manage
-
Dened&Process&to&realize&outcome&
Empirical&Process&&to&realize&outcome&Coordina;on#and#Control#VS#Inspect#and#Adapt#
-
Dened&Process&to&realize&outcome&
Empirical&Process&&to&realize&outcome&Rehearse#VS#Learn##
-
Dened#Process#to#realize#outcome#
Empirical#Process##to#realize#outcome#
Outcome#based#on#tangible#physical#components#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##knowable#in#advance#
Exact#outcome#is##not#knowable#in#advance#
The Shift From Assembly Line to Knowledge Era?
This is the general
direction This is how we
think and manage
-
Stress Lower Quality
Crunch testing
Work weekends
Demotivated 32!
Overtime
-
Source: Jim Johnson of the Standish Group,!Keynote Speech XP
2002
Always
Often
Sometimes Rarely
Never
Cost of having a Fixed Mindset in dealing with uncertainty
33!
-
What!do!you!do!?!
Empirical#Process##to#realize#outcome#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##not#knowable#in#advance#
The#Tunnel#of#Uncertainty#We!have!an!idea!where!we!are!going,!and!we!dont!know!exactly!what!the!outcome!will!be,!and!we!know!there!will!be!lots!of!changes!and!we!really!cant!control!all!the!players!needed!to!produce!the!outcome!according!to!plan.!!
-
What!is!our!
Mindset!towards!succeeding!when!there!is!!
Uncertainty!
-
What!is!our!established!set!of!aatudes!and!habits!
Uncertainty!towards!succeeding!when!there!is!!
-
I!believe!that!my![Intelligence,#Personality,#Character]#is!inherent!and!staTc.!Lockedcdown!or!xed.!My!potenTal!is!determined!
at!birth.!It!doesnt!change.!
I!believe!that!my![Intelligence,#Personality,#Character]!can!be!conTnuously!developed.!My!true!!potenTal!is!unknown!and!unknowable.!!
Growth!!Mindset!
Fixed!Mindset!
Avoid#failure##Desire#to#Look#smart!
Avoids#challenges!S;ck#to#what#they#know!
Feedback#and#cri;cism#is#personal#
They#dont#change#or#improve#!!
Desire#con;nuous#learning#Confront#uncertain;es.##Embracing#challenges!Not#afraid#to#fail##Put#lots#of#eort#to#learn!
Feedback#is#about#current#capabili;es##
Based!on!the!work!of!Dr.!Carol!Dweck!Fixed Mindset vs. Growth
Mindset
-
What!do!you!do!?!
Reducing!uncertainty!by!nailing!things!down.!Looking!to!x!and!conrm!things.!!!!!
Reducing!uncertainty!by!discovering!and!learning.!Looking!to!learn!and!discover!in!the!most!ecient!way!possible.!!
Fixed#Mindset#!approach!to!!managing!!uncertainty!!
Agile#Mindset#!approach!to!!managing!!uncertainty!!
Empirical#Process##to#realize#outcome#
Outcome#based#on#intangible,##thoughts,#and#knowledge#
Exact#outcome#is##not#knowable#in#advance#
-
Fixed#Mindset#approach!to!delivery!(Assembly!Line)!
Growth#Mindset#approach!to!delivery!(Knowledge!Work)!
Must#nail#down#the#output#in#order#to#start#delivery#(Liner#Thinking)#
Discover#and#learn#through#valuable#output#and#welcoming#change#(Circular#Thinking##IKIWISI)#
-
Value Based Discovery The Agile Mindset towards Work
Focus!on!ecient,!eecTve!and!
conTnuous!learning!
Lower!the!cost!!of!change!so!we!can!welcome!the!
learning!
Deliver!value!with!every!step!so!we!can!focus!on!learning!!
-
Different Types of Deliverables
Documents!
Wireframes!
Oncscreen!InteracTve!Prototypes!
Working!System!or!!Product!
EndctocEnd!!Working!System!!or!Product!
Discussions!or!Reviews!
EecTv
eness!o
f!fee
dback!!
to!help!custom
ers!u
nderstan
d!wha
t!the
y!wan
t!
Richness!of!Deliverable!!
No!InteracTvity!
InteracTve!Paper!Prototypes!
Screen!Designs!
Experiencing!the!system!
ROI!from
!deliverable!
-
1960#
1995#
1980#
1990#
2001#
1958:!Project!Mercury!(IID,!IteraTons,!TDD)!Gerald!Weinberg!
1976!:!EVO!Tom!Gilb!
1980!:!AdapTve!Programming!Gerald!Weinberg!
1972c1975!FeedbackcDriven,!Large!Government!Programs!
1985!:!Spiral!Model!Barry!Boehm!
1986!!No!Silver!Bullet!
Advantages!of!IID!Fred!Brooks!
1986:!The!New!New!!Product!Development!Game!Hirotaka!Takeuchi!and!!Ikujiro!Nonaka!
1990:!Scrum!Timeboxed!IteraTons!Empirical!process!control!Je!Sutherland!and!Ken!Schwaber!
1994:!Dynamic!System!!Development!Method!(DSDM)!16!Rad!PracTToner!FormalizaTon!of!RAD!Used!mostly!in!Europe!!
1995:!RUP!/!Unifed!process!UML!/!Architecture!Centric!Use!Cases!
1996:!!Extreme!Programming!Technical!/!Engineering!PracTces!Kent!Beck,!Ward!Cunningham,!Ron!Jeries!
1998:!Crystal!Family!of!Methodologies!SituaTonal!Specic!PracTces!Alistair!Cockburn!
1997!Feature!Driven!Development!
Value!Driven!Je!de!Luca!
!
!
Jerry Weinberg#!
#We were doing incremental development as early as 1957, in Los
Angeles, under the direction of Bernie Dimsdale [at IBMs Service
Bureau Corporation]. He was a colleague of John von Neumann, so
perhaps he learned it there, or assumed it as totally natural. I do
remember Herb Jacobs (primarily, though we all participated)
developing a large simulation for Motorola, where the technique
used was, as far as I can tell, indistinguishable from XP.#!
# I believe in this concept, but the implementation described
above is risky and invites failure.# !
Dr. Winston Royce#!
!
I |
I '
I I
:i] .
~ ' l
l e
~$ ~
~ i
n |~ ~
u 8(
I I
.. I
s""
O0 0@'
0 O ~ d
p@@@@@@~S.
I w R
I.L.
338
!
!
Fred Brooks#!
#Much of present-day software acquisition procedure rests upon
the assumption that one can specify a satisfactory system in
advance, get bids for its construction, have it built, and install
it. I think this assumption is fundamentally wrong, and that many
software acquisition problems spring from that fallacy.#!
1970!!Royce!Waterfall!
-
Kent!Beck!(XP) ! !! !!!!!!!!!!!
The Agile Manifesto
Robert!C.!MarTn!(XP)!!
Ron!Jeries!(XP)!!
James!Grenning!(XP)!!
MarTn!Fowler!(XP,+)!
Ward!Cunningham!(XP,!+)!
Je!Sutherland!(Scrum)!!
Ken!Schwaber!(Scrum)!
Mike!Beedle!(Scrum)!
Andrew!Hunt!(PP)!!!
Dave!Thomas!(PP)!!
Alistair!Cockburn!(Crystal)!
Jim!Highsmith!(ASD)!!
Jon!Kern!(FDD)!!
Arie!van!Bennekum!(DSDM)!
Steve!Mellor !!!
Brian!Marick!!
February!11th!2001!Snowbird,!Utah!
43!
-
We!are!uncovering!berer!ways!of!developing!!so[ware!by!doing!it!and!helping!others!do!it.!Through!this!work!we!have!come!to!value:!
!
Individuals!and!interacTons!over!processes!and!tools!!Working!so[ware!over!comprehensive!documentaTon!!!
Customer!collaboraTon!over!contract!negoTaTon!!!Responding!to!change!over!following!a!plan!!
!That!is,!while!there!is!value!in!the!items!on!the!right,!we!value!the!items!on!
the!le[!more.!
The Agile Manifesto February!11th!2001!
-
Empirical)Process))to)realize)outcome)
Outcome)based)on)intangible,))thoughts,)and)knowledge)
Exact)outcome)is))not)knowable)in)advance)
How!to!manage!Uncertainty#using!the!Agile#Mindset#in!the!So@ware#domain##
We!are!uncovering!berer!ways!of!developing!!so[ware!by!doing!it!and!helping!others!do!it.!Through!this!work!we!have!come!to!value:!
!Individuals!and!interacTons!over!processes!and!tools!!Working!so[ware!over!comprehensive!documentaTon!!!
Customer!collaboraTon!over!contract!negoTaTon!!!Responding!to!change!over!following!a!plan!!
!That!is,!while!there!is!value!in!the!items!on!the!right,!we!value!the!items!on!the!le[!more.!
THE!AGILE!MANIFESTO!
-
A!mindset!is!the!established!set!of!aatudes!held!by!someone!!
Welcome Change#
Failing Early# Build and Feedback loops # Continuous Delivery #
Value-Driven Development # Small value-add slices# Learn through
Discovery# Continuous Improvement #
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
-
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
Individuals!and!interacTons!over!processes!and!tools!!Working!so[ware!over!comprehensive!documentaTon!!!Customer!collaboraTon!over!contract!negoTaTon!!!Responding!to!change!over!following!a!plan!!!
A!Value!is!an!established!ideal!that!the!members!of!a!given!society!regard!as!desirable!
-
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
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. #
-
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
Product!visioning!Project!chartering!Anity!(relaTve)!esTmaTon!!Sizecbased!(point)!esTmaTon!Planning!poker!Group!esTmaTon!Valuecbased!documentaTon!PrioriTzed!product!backlog!User!stories!Progressive!elaboraTon!Personas!Story!maps!/!MMF!Story!slicing!Acceptance!tests!as!requirements!Short!iteraTons!WIP!Limits!!Early!and!frequent!releases!Roadmapping!Velocitycbased!planning!and!commitment!IteraTon!planning!/!IteraTon!backlog!Release!planning!/!Release!backlog!Time!boxed!iteraTons!AdapTve!(mulTclevel)!planning!!Risk!backlog!Team!structure!of!VT!/!DT!Pullcbased!systems!Slack!Sustainable!pace!!
Frequent!facectocface!Team!chartering!Crosscsilo!collaboraTve!teams!Selfcorganizing!teams!CrosscfuncTonal!teams!!Servant!leadership!Task!volunteering!Generalizing!specialist!!Tracking!progress!via!velocity!Burncup/burncdown!charts!Refactoring!Automated!unit!tests!Coding!standards!Incremental/evoluTonary!design!Automated!builds!Tencminute!build!Monitoring!technical!debt!Version!control!ConguraTon!management!Test!driven!development!Pair!programming!Spike!soluTons!ConTnuous!integraTon!Incremental!deployment!Simple!design
!!!EndcofciteraTon!handscon!UAT!Automated!funcTonal!tests!Automated!developer!tests!(unit!tests)!Exploratory!tesTng!So[ware!metrics!!###
-
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
Scrum!
eXtreme!Programming!
Your!own!Agile!process!
-
Agile#is#a#mindset#
Established!through!4!values!
[that!in!so[ware!world!is]!
Grounded!by!12!principles,!&!
Manifested!through!many!many!dierent!pracTces!!
Scrum!
eXtreme!Programming!
Your!own!Agile!process!
-
Doing#Agile#Learning!the!pracTces!and!applying!them!without!know!the!mindset!and!principles!to!know!when!to!tailor!and!how!to!select!the!appropriate!pracTces!!
Being#Agile#Internalizing!the!Mindset,!values,!and!principles!then!applying!the!right!pracTces!and!tailoring!them!to!dierent!situaTons!as!they!arise!!
Agile!as!a!Process!and!PracTces!
Agile!as!a!Mindset!and!Culture!
-
So[ware!Development!!
OperaTons!Ed
ucaT
on!
4!Values!12!Principles!
?!Values!?!Principles!?
!Value
s!?!Principles!
The Agile Mindset and other Domains
-
Coaching!and!FacilitaTon!
Leadership!Va
lue!
Man
agem
ent!
and!BA
!Learning!!ObjecTves!
Learning!!ObjecTves!L
earning!!
ObjecTv
es!
The Agile Mindset to Disciplines inside Software Development
-
9*10# 10*11# 11*12# 12*1# 1*2# 2*3# 3*4# 4*5#
Day!1!
Day!2!
Day!3!
Day!4!
Day!5!
Day!6!
Day!7!
Day!8!
Day!9!
Day!10!
Other!
IteraTon!Planning!Standcup!Demo!RetrospecTve!Release!Planning!
Education verses Training A view of the Doing of Agile vs the
Being of Agile
-
1! 2! 3! 4! 5! 6! 7! 8!
9! 10! 11! 12! 13! 14! 15! 16!
17! 18! 19! 20! 21! 22! 23! 24!
25! 26! 27! 28! 29! 30! 31! 32!
33! 34! 35! 36! 37! 38! 39! 40!
41! 42! 43! 44! 45! 46! 47! 48!
49! 50! 51! 52! 53! 54! 55! 56!
57! 58! 59! 60! 61! 62! 63! 64!
65! 66! 67! 68! 69! 70! 71! 72!
73! 74! 75! 76! 77! 78! 79! 80!
22% Of peoples time is consumed by doing agile
practices what about the rest?
-
People (Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy (Goals,)Measures)of)Success,)Rewards))
Leadership (Style,)Values,)Habits))
Cultu
re' Culture'
Culture'
Culture: The Organizational Ecosystem
-
People (Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy (Goals,)Measures)of)Success,)Rewards))
Leadership (Style,)Values,)Habits))
Cultu
re'
Culture'
Culture'
Change!
Understanding Resistance
-
11/6/13!
ICM
ICP
ICE-Team Coaching
ICP - T
eam
Facil
itation
ICP
- Tea
m Co
aching
Agile Team Facilitation & Coaching
IC
E-Valu
e Man
ageme
nt
Agile
Value
Manag
ement
ICP-Busin
ess V
alue
Ana
lysis
ICP - Bus
iness
Val
ue M
anagem
ent
ICE-Executive Leader
Agile Executive Leadership
ICP - Ex
ecutive Leadership
ICE-
Ente
rpris
e Co
achi
ngAg
ile E
nter
pris
e Coa
ching
ICP - En
terp
rise
Coac
hing
ICE-Software Tester
ICP - S
oftw
are Testing Fundamentals
Agile Software Testing
ICP - Advanced Softw
are Testing
ICP - Test Autom
ation
ICP
- Test
Automation with TDD
ICE-Software DevelopmentICP
- Sof
tw
are Development
ICP -
Advanced Softw
are Developm
ent
Agile Software Design
& Development
ICP
- Sof
twar
e Develo
pment Leadership
ICE-Pro
ject Manage
ment
ICP -
Proj
ect M
anage
ment
ICP -
Advanced Project M
anagement
Agile Pro
ject Managem
ent
The Agile Learning Roadmap by
-
Certifications Completed Status towards
Expert Level
Progress within Tracks
Learning Objective Completed Learning
Objective Not Yet Completed
Selected Learning Tracks
-
An!Agile!PracTce!
Form!Ceremony!MoTons!!
Value!Impact!Essence!
Enablers!Sustainers!Support!
These!are!Items!that!dont#relate!to!the!pracTce!directly!but!are!needed!for!the!pracTce!to!be!adopted!successfully!in!the!rst!place.!The!absence!of!these!items!will!jeopardize!the!use!of!the!pracTce!as!well!as!the!sustainability!of!the!team!doing!the!pracTce.!!
Each!pracTce!is!adopted!in!the!rst!place!to!achieve!a!value!or!principle!that!is!
ulTmately!benecial!to!the!team.!Therefore!when!the!pracTce!is!properly!adopted!and!pracTced!in!its!essence#(not#just#form),!what!are!the!evident!impacts!or!results!of!adopTng!this!pracTce.!This!could!be!certain!cultural!or!behavioral!impacts!or!tangible!benets.!This!aspect!of!the!pracTce!is!all!about!what!should!the!team!or!organizaTon!expect#to#see#when!we!do!it!successfully!!not!about!the!form!but!about!the!essence,!value,!purpose.!
What!are!the!evident!acTviTes!and!behaviors!that!manifest!that!the!team!is!doing!a!certain!pracTce.!What!is!the!ceremonial!aspect!or!form!of!the!pracTce?!
If!a!team!is!realizing!the!intended!impact!of!a!pracTce!then!the!form!does!not!make!a!dierence!!that!is!why!we!should!not!assess!only!on!the!Form!of!a!pracTce.!The!opposite!is!also!important:!if!a!team!is!doing!the!form!and!not!geang!the!value!or!the!intended!impact!then!it!is!an!Empty!ritual!
Anatomy!of!an!Agile!PracTce!
-
Daily!Standup!
Form!Ceremony!MoTons!!
Value!Impact!Essence!
Enablers!Sustainers!Support!
Buycin!!Understanding!the!value!Willingness!to!set!Tme!aside!Not!having!too!many!meeTngs!
!Impediments!are!addressed!Enhanced!communicaTon!Less!assumpTons!!!!
MeeTng!Everyday!for!15!minutes!Anatomy!of!an!Agile!PracTce!Example:!Daily!Standcup!MeeTngs!
-
Thank you Questions?
Ahmed!Sidky,!Ph.D.!Twirer:!@[email protected][email protected]!
www.icagile.com!