A proposed agile systems engineering manifesto

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As presented at INCOSE UK ASEC 2013. This is a proposal for modification to the agile manifesto and principles to make them fit for purpose for systems engineering. Following discussion at the event, further changes will be made to this proposal in the future.

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A proposed agile systems engineering manifesto

  1. 1. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 A proposed Agile systems engineering manifesto Hazel Woodcock and Jon Chard, IBM Rational hazel.woodcock@uk.ibm.com jon.chard@uk.ibm.com © 2013 IBM Corporation
  2. 2. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 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 over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 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 left more. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. © 2013 IBM Corporation
  3. 3. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Principles behind the Agile Manifesto We follow these 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 the customer's competitive advantage.  Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.  The most efficient and effective method of conveying information 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 be able to maintain a constant pace indefinitely.  Continuous attention to technical excellence and good design enhances agility.  Business people and developers must work together daily throughout the project.  Simplicity--the art of maximizing the amount of work not done--is essential.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.  The best architectures, requirements, and designs emerge from self-organizing teams.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. © 2013 IBM Corporation
  4. 4. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Great, so what is wrong with that? … for Systems Engineering © 2013 IBM Corporation
  5. 5. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Why rethink the manifesto and not just tweak a methodology? "Agile is a mindset: defined by values, guided by principles, manifested through many different practices." ―Ahmed Sidky. co-author of Becoming Agile in an Imperfect World. © 2013 IBM Corporation
  6. 6. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Measuring the change Intent Wording No change © 2013 IBM Corporation
  7. 7. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Individuals and interactions over processes and tools Demonstrable capability over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan © 2013 IBM Corporation
  8. 8. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Our highest priority is to satisfy the customer through early and regular delivery of demonstrable capability. © 2013 IBM Corporation
  9. 9. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Welcome managed change to requirements, even late in development. Agile processes harness change for the customer's competitive advantage. © 2013 IBM Corporation
  10. 10. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Deliver actual or modeled functionality frequently, from a couple of weeks upwards, with a preference to the shorter timescale. © 2013 IBM Corporation
  11. 11. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 4. Business people and developers must work together daily throughout the project. Business people and the project team must work together daily throughout the project. © 2013 IBM Corporation
  12. 12. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.  © 2013 IBM Corporation
  13. 13. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 6. The most efficient and effective method of conveying information to and within a development team is face-toface conversation. Use the most efficient and effective method of conveying information to and within a development team, from face-to-face to social business tools and collaborative design tools. © 2013 IBM Corporation
  14. 14. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 7. Working software is the primary measure of progress. Demonstrable capability is the primary measure of progress. © 2013 IBM Corporation
  15. 15. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Agile processes promote sustainable development. The sponsors, project team, and users should be able to maintain a constant pace indefinitely. © 2013 IBM Corporation
  16. 16. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 9. Continuous attention to technical excellence and good design enhances agility.  © 2013 IBM Corporation
  17. 17. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 10. Simplicity--the art of maximizing the amount of work not done--is essential.  © 2013 IBM Corporation
  18. 18. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 11. The best architectures, requirements, and designs emerge from self-organizing teams.  © 2013 IBM Corporation
  19. 19. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.  © 2013 IBM Corporation
  20. 20. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 Change summary Item Change Manifesto 1. … satisfy the customer through… delivery 2. … harness change for the customer’s competitive advantage 3. Deliver … frequently 4. … work together … 5. … trust… 6. … most efficient and effective method 7. …primary measure of progress 8. … sustainable development 9. Continuous attention … 10. Simplicity 11. …self-organizing teams 12. … reflects on how to become more effective… © 2013 IBM Corporation
  21. 21. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 With so little change, was that really worthwhile?  YES!  This is a set of principles to work to  This underpins the culture of the project team  With strong foundations, it is possible to build bigger “Is it better to spend your time understanding principles or studying practices? We observe that the best results come from combining the two approaches. Copying practices without understanding the underlying principles has a long history of mediocre results.” —Mary & Tom Poppendieck, Implementing Lean Software Development, Chapter 2 – Principles © 2013 IBM Corporation
  22. 22. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 What next?  Agree on the principles  Methodologies – what can we learn from the software experience?  INCOSE International WG exists  UK Working group? © 2013 IBM Corporation

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