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Naresh Jain                            naresh@agilefaqs.com                                 twitter: @nashjain            ...
Agile Way of dealing with                Uncertainty in a           Complex Adaptive World                             Nar...
Video on Selective Attention             http://www.youtube.com/watch?v=vJG698U2MvoSaturday 1 September 2012              ...
Selec%ve	  A)en%on      The	  process	  by	  which	  a	  person	  can	  selec%vely	  pick	        out	  one	  s%mulus	  fr...
Which	  line	  is	  the	  longest?                            1                            2                            3S...
Which	  line	  is	  the	  longest?                            1                            2                            3 ...
Which	  Orange	  Circle	  is	  bigger?Saturday 1 September 2012                         5
Which	  Orange	  Circle	  is	  bigger?                                   Ebbinghaus optical illusionSaturday 1 September 2...
Saturday 1 September 2012   6
Pet	  Plant	  Research	  @	  an	  elderly	  Nursing	  HomeSaturday 1 September 2012                                       ...
Pet	  Plant	  Research	  @	  an	  elderly	  Nursing	  HomeSaturday 1 September 2012                                       ...
Student	  Volunteers	  @	  Nursing	  HomeSaturday 1 September 2012                            8
Student	  Volunteers	  @	  Nursing	  HomeSaturday 1 September 2012                            8
Why?Saturday 1 September 2012          9
What	  would	  you	  prefer?                            A	  lo)ery	  %cket	  with	  a	  random	  number	                  ...
What	  would	  you	  prefer?                            In	  the	  Casino,	  if	  you	  toss	  the	  dice	                ...
What	  would	  you	  prefer?                            In	  the	  Casino,	  if	  you	  toss	  the	  dice	                ...
Illusion	  of	  Control      Our	  desire	  to	  control	  is	  so	  powerful	  that	  the	  feeling	        of	  being	  ...
Electrical	  Shock	  Research         High	  Volts	  Shock	  Group	  vs.	  Low	  Volts	  Shock	  Group      	  5	  shocks	...
Electrical	  Shock	  Research         High	  Volts	  Shock	  Group	  vs.	  Low	  Volts	  Shock	  Group      	  5	  shocks	...
UncertaintySaturday 1 September 2012   14
Uncertainty                          Why?                   Our desire to ControlSaturday 1 September 2012                ...
How	  do	  we	  deal	  with	  Uncertainty?Saturday 1 September 2012                              15
How	  do	  we	  deal	  with	  Uncertainty?Saturday 1 September 2012                              15
How	  do	  we	  deal	  with	  Uncertainty?Saturday 1 September 2012                              15
How	  do	  we	  deal	  with	  Uncertainty?Saturday 1 September 2012                              15
How	  do	  we	  deal	  with	  Uncertainty?Saturday 1 September 2012                              15
Predictability	  ParadoxSaturday 1 September 2012        16
How to Organize a             Childrens Party?        A video by Dave Snowden                            http://www.youtub...
Saturday 1 September 2012   18
Saturday 1 September 2012   19
Why is there only ONE                Toyota or Apple today?Saturday 1 September 2012                20
Products & Processes are like haircuts     Copying someone else’s rarely worksSaturday 1 September 2012                   ...
Retrospec%ve	  CoherenceSaturday 1 September 2012        22
Retrospec%ve	  Coherence        Hindsight does not lead to foresight!Saturday 1 September 2012                       22
MESaturday 1 September 2012        23
Saturday 1 September 2012   24
Tech Talks!Saturday 1 September 2012                 25
Saturday 1 September 2012   26
Taking ownership of                              a simple process                                         Adapted from Jef...
The	  Ball	  Point	  GameSaturday 1 September 2012           28
The	  Ball	  Point	  Game      Your	  goal:           As	  a	  team	  predictably	  "process"	  the	  most	  number	  	  ...
The	  Ball	  Point	  Game      Your	  goal:           As	  a	  team	  predictably	  "process"	  the	  most	  number	  	  ...
The	  Ball	  Point	  Game      Your	  goal:           As	  a	  team	  predictably	  "process"	  the	  most	  number	  	  ...
Core	  Agile	  concepts	  learned?                                             Adapted from Jeff PattonSaturday 1 Septembe...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	        ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
Core	  Agile	  concepts	  learned?      Ideal	  processes	  use	  a	  simple	  framework	  -­‐	  like	  a	  game	       ...
“Simple, clear purpose and                principles give rise to complex                    and intelligent behavior.    ...
Your	  SoLware	  Development	  Game?      What	  would	  be:        Your	  goal        Simple	  structure        Simple...
The	  Agile	  Game                            Adapted from Jeff PattonSaturday 1 September 2012                          32
The	  Agile	  Game      Your	  goal:           As	  a	  team,	  predictably	  deliver	  max	  value	  to	  users	  &	  st...
The	  Agile	  Game      Your	  goal:           As	  a	  team,	  predictably	  deliver	  max	  value	  to	  users	  &	  st...
The	  Agile	  Game      Your	  goal:           As	  a	  team,	  predictably	  deliver	  max	  value	  to	  users	  &	  st...
Saturday 1 September 2012   33
Agile OriginsSaturday 1 September 2012                   33
SoLware	  Engineering?Saturday 1 September 2012    34
SoLware	  Engineering?                            Crea%ng	  SoLware	  is	  a	  CraL.       Conver%ng	  source	  code	  to	...
IEEE	  defines	  SoLware	  Engineering	  as...         “Software Engineering is the application of         a systematic, di...
Who	  used	  SoLware	  Engineering?Saturday 1 September 2012                     36
Who	  used	  SoLware	  Engineering?Saturday 1 September 2012                     36
For the space shuttle’s operating systemSaturday 1 September 2012                                              37
Some	  Sta%s%cs     NASA’s	  Defect	  DensitySaturday 1 September 2012          38
Some	  Sta%s%cs     NASA’s	  Defect	  Density         The	  last	  11	  versions	  of	  the	          space	  shu)le’s	  4...
Some	  Sta%s%cs     NASA’s	  Defect	  Density         The	  last	  11	  versions	  of	  the	          space	  shu)le’s	  4...
One	  More	  Data	  PointSaturday 1 September 2012           39
One	  More	  Data	  PointSaturday 1 September 2012           39
Another	  real	       soLware	  engineering	  projectSaturday 1 September 2012                40
Another	  real	       soLware	  engineering	  project  Safeguard - Ballistic Missile Defense SystemSaturday 1 September 20...
Another	  real	       soLware	  engineering	  project  Safeguard - Ballistic Missile Defense System                       ...
Another	  real	       soLware	  engineering	  project  Safeguard - Ballistic Missile Defense System                       ...
Safeguard	  Ballis%c	  Missile	  Defense	  System…Saturday 1 September 2012                                     41
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project StatisticsSaturday 1 September 2012                ...
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project Statistics          The	  project	  was	  delivered...
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project Statistics          The	  project	  was	  delivered...
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project Statistics          The	  project	  was	  delivered...
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project Statistics          The	  project	  was	  delivered...
Safeguard	  Ballis%c	  Missile	  Defense	  System…     Revised Project Statistics          The	  project	  was	  delivered...
Where do things go                                wrong?Saturday 1 September 2012                        42
Requirements are                                stableSaturday 1 September 2012                      43
Technology is well                known and matureSaturday 1 September 2012              44
Everything goes as                   expected/plannedSaturday 1 September 2012                45
We’ve a great deal of                        expertise having                       done the same thing                   ...
Heavy weight methods work     well when the previous         points are validSaturday 1 September 2012      47
Projects with those                    characteristics are few                       and far between.Saturday 1 September ...
Heavy	  Weight	  MethodologiesSaturday 1 September 2012               49
Heavy	  Weight	  Methodologies                  Heavy weight methodologies                  work in some instances, but   ...
The	  Business	  Case	  for	  Agile	  Development          We	  need	  to	  do	  be)er	  than	  this	  ….                 ...
Project	  Overruns….Saturday 1 September 2012    51
Feature	  Use        O@en	  or	  Always	          Used:	  20%                                                             ...
Can	  We	  Predict	  What	  We	  Need	  ?                            How	  significant	  is	  requirements	  change	  on	  ...
Why Agile?Saturday 1 September 2012                54
Albert EinsteinSaturday 1 September 2012   55
A perfection of means, and  confusion of aims, seems to be        our main problem.  Albert EinsteinSaturday 1 September 2...
Process	  is	  a	  placebo                                    56Saturday 1 September 2012             56
Process	  is	  a	  placebo      Jared	  spool’s	  tricks	  to	  Dogma	  conAnuum	  arranges	        terminology	  from	  i...
Process is built on values and                principles and tailored to fit its                            context        ...
Src: Jeff PattonSaturday 1 September 2012                  58
Lower	  cost	  of	  change	  curve                                 Traditional cost profileSaturday 1 September 2012      ...
Lower	  cost	  of	  change	  curve                                 Traditional cost profile                               ...
Clear	  communica%on	  is	  the	  founda%on                            “I’m glad we’re all agreed then.”Saturday 1 Septemb...
Get	  mental	  models	  out	  on	  the	  table                               “Ah...”Saturday 1 September 2012             ...
Convergence	  through	  itera%on                            “Ah!”Saturday 1 September 2012                 62
A	  genuinely	  shared	  understanding                            “I’m glad we’re all agreed then.”Saturday 1 September 20...
Tradi%onal	  soLware	  development	  fixes	  scope	       then	  es%mates	  to	  figure	  out	  %me	  and	  cost            ...
Tradi%onal	  soLware	  development	  fixes	  scope	       then	  es%mates	  to	  figure	  out	  %me	  and	  cost            ...
Tradi%onal	  soLware	  development	  fixes	  scope	       then	  es%mates	  to	  figure	  out	  %me	  and	  cost            ...
Tradi%onal	  soLware	  development	  fixes	  scope	       then	  es%mates	  to	  figure	  out	  %me	  and	  cost            ...
Agile	  development	  fixes	  %me	  and	  cost,	  then	  leverages	       itera%on	  and	  incremen%ng	  to	  maximize	  sc...
Agile	  development	  fixes	  %me	  and	  cost,	  then	  leverages	       itera%on	  and	  incremen%ng	  to	  maximize	  sc...
Agile	  development	  fixes	  %me	  and	  cost,	  then	  leverages	       itera%on	  and	  incremen%ng	  to	  maximize	  sc...
Agile	  development	  fixes	  %me	  and	  cost,	  then	  leverages	       itera%on	  and	  incremen%ng	  to	  maximize	  sc...
Agile	  development	  fixes	  %me	  and	  cost,	  then	  leverages	       itera%on	  and	  incremen%ng	  to	  maximize	  sc...
Leverage	  a	  shared	  understanding	  of	  desired	  product	       goals	  to	  minimize	  scope	  while	  maximizing	 ...
Leverage	  a	  shared	  understanding	  of	  desired	  product	       goals	  to	  minimize	  scope	  while	  maximizing	 ...
Building	  Quality	  into	  the	  Process                                       Toyoda LoomSaturday 1 September 2012      ...
Focus	  on	  Throughput                                                      Utilization (%)               Source: Beyond ...
Tradi%onal	  ProcessSaturday 1 September 2012    69
Tradi%onal	  ProcessSaturday 1 September 2012    69
Applying	  Lean	  Principles	       to	  SoLware	  DevelopmentSaturday 1 September 2012                 70
Applying	  Lean	  Principles	       to	  SoLware	  Development       End-to-End       small slices       of workSaturday 1...
Applying	  Lean	  Principles	       to	  SoLware	  Development       End-to-End       small slices             20 % done =...
Lean	  Principles	  applied	       to	  SoLware	  Development	       Project Plan/Estimation     Requirements Gathering   ...
Itera%ve                            Adapted from Jeff PattonSaturday 1 September 2012                              72
Itera%ve                            Adapted from Jeff PattonSaturday 1 September 2012                              72
Itera%ve                            Adapted from Jeff PattonSaturday 1 September 2012                              72
Itera%ve                            Adapted from Jeff PattonSaturday 1 September 2012                              72
Incremental                            Adapted from Jeff PattonSaturday 1 September 2012                              73
Incremental                            Adapted from Jeff PattonSaturday 1 September 2012                              73
Incremental                            Adapted from Jeff PattonSaturday 1 September 2012                              73
Incremental                            Adapted from Jeff PattonSaturday 1 September 2012                              73
Itera%ve	  AND	  Incremental                            Adapted from Jeff PattonSaturday 1 September 2012                 ...
Itera%ve	  AND	  Incremental                • Mix	  the	  strategies:                –Iterate to	  find	  and	  improve	  s...
Itera%ve	  AND	  Incremental                • Mix	  the	  strategies:                –Iterate to	  find	  and	  improve	  s...
Itera%ve	  AND	  Incremental                • Mix	  the	  strategies:                –Iterate to	  find	  and	  improve	  s...
Itera%ve	  AND	  Incremental                • Mix	  the	  strategies:                –Iterate to	  find	  and	  improve	  s...
Itera%ve	  AND	  Incremental                • Mix	  the	  strategies:                –Iterate to	  find	  and	  improve	  s...
Agile                            Birth of a new Software Movement!Saturday 1 September 2012                               ...
Agile	  has	  evolved	  over	  many	  years                            Src: Jeff PattonSaturday 1 September 2012          ...
2000Saturday 1 September 2012   77
2000  XP | Extreme Programming (Kent Beck)  DSDM | Dynamic System Development Method (Dane Faulkner)  FDD | Feature Driven...
Agile	  Umbrella                                                             Agile                            XP          ...
Agile ManifestoSaturday 1 September 2012                     79
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto     “We are uncovering better ways of developing software by doing it and helping others do      it. Throu...
Agile Manifesto PrinciplesSaturday 1 September 2012               80
Our highest priority is to satisfy     the customer through early and        continuous delivery of           valuable sof...
Welcome changing       requirements, even late in       development. Agile processes     harness change for the customers ...
Deliver working software   frequently, from a couple of weeks to a couple of months, with a     preference to the shorter ...
Business people and developers            must work together daily               throughout the project.Saturday 1 Septemb...
Build projects around      motivated   individuals. Givethem the environment    and support they need, and trust them  to ...
The most efficient and effective method of conveying information to  and within a development team is  face-to-face convers...
Working software is the primary           measure of progress.Saturday 1 September 2012                 87
Agile processes promote sustainable development. Thesponsors, developers, and users should  be able to maintain a constant...
Simplicity the art of maximizing the amount of            work not done             is essential.Saturday 1 September 2012...
Continuous attention to technical  excellence and good design         enhances agility.Saturday 1 September 2012       90
The best architectures, requirements, and designs emerge  from self-organizing teams.Saturday 1 September 2012       91
At regular intervals, the teamreflects on how to become moreeffective, then tunes and adjusts       its behavior accordingl...
It	  turns	  out...Saturday 1 September 2012    93
It	  turns	  out...          	  Zivs	  law	  -­‐	  specifica%ons	  will	  never	  be	  fully	  understood.Saturday 1 Septem...
It	  turns	  out...          	  Zivs	  law	  -­‐	  specifica%ons	  will	  never	  be	  fully	  understood.          	  Hump...
It	  turns	  out...          	  Zivs	  law	  -­‐	  specifica%ons	  will	  never	  be	  fully	  understood.          	  Hump...
It	  turns	  out...          	  Zivs	  law	  -­‐	  specifica%ons	  will	  never	  be	  fully	  understood.          	  Hump...
It	  turns	  out...          	  Zivs	  law	  -­‐	  specifica%ons	  will	  never	  be	  fully	  understood.          	  Hump...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health   Performing	  a	  simple	...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Treat	  agile	  principles	  as	  “proper%es”	  you	       use	  to	  assess	  process	  health      1. Frequent	  deliver...
Our	  Team	  RoomsSaturday 1 September 2012   95
Our	  plans	  looks	  like	  this                                 Source : ThoughtWorksSaturday 1 September 2012          ...
some	  more	  plans…Saturday 1 September 2012     97
src: ThoughtWorks IndiaSaturday 1 September 2012                             98
Work or Fun or Both?                            src: ThoughtWorks IndiaSaturday 1 September 2012                          ...
Work or Fun or Both?                            src: ThoughtWorks IndiaSaturday 1 September 2012                          ...
Agile EvolutionSaturday 1 September 2012                     100
Agile	  Umbrella                                                             Agile                            XP          ...
Agile	  become...                              Agile                                      XP                            Sc...
Saturday 1 September 2012   103
Balance discovery with delivery    Discovery:understanding theright product to       build                            Deli...
Then	  came	  along...                                       Agile Ecosystem                                          Agil...
High Level View of an Agile Process                            Src: Jeff PattonSaturday 1 September 2012                  ...
Then	  came	  along...                                       Agile Ecosystem                                          Agil...
Where did Agile Originate?                                  Src: Jeff PattonSaturday 1 September 2012                     ...
Where	  Agile	  appears	  to	  work	  best?                       Unknown            Solution                       Known ...
Where	  Agile	  appears	  to	  work	  best?                       Unknown                                     le          ...
Where	  Agile	  appears	  to	  work	  best?                       Unknown                                                 ...
Kaizen vs. KaikakuSaturday 1 September 2012                        110
Currently...                                     Agile                                   Ecosystem                        ...
The	  Future                                             Lean Startup                                CD           Pivot   ...
Saturday 1 September 2012   113
Organizations have habits, and               they will stick to their habits               even at the risk of their own  ...
Organizational structures have a short life...               Nobody likes to reorganize, and you             always run th...
Saturday 1 September 2012   116
Saturday 1 September 2012   117
InnovationSaturday 1 September 2012                118
Metrics MessSaturday 1 September 2012                  119
Saturday 1 September 2012   120
Knowledge Islands                                  Metrics MessSaturday 1 September 2012                        121
Saturday 1 September 2012   122
Be	  careful	  not	  to…                                   Naresh Jain                                   naresh@agilefaqs....
Be	  careful	  not	  to…                                   Naresh Jain              Ques%ons?            naresh@agilefaqs....
Be	  careful	  not	  to…                                   Naresh Jain              Ques%ons?            naresh@agilefaqs....
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Agile Way of Dealing with Uncertainty in a Complex Adaptive World

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It is human nature to look for patterns while solving new problems. We have a dangerous tendency to reuse what we already know to solve the next problem. We rarely discard what we've learned; we simply build on top of it. Sometimes this is a useful tactic, but often new problems and their context are slightly (if not vastly) different than the previous ones. And applying our previous way of doing things, will not be best suited for tackling the new problem.

In the software world, we've seen a similar desire to find the "one true way", "the BEST method", "the silver bullet" to solve all software development problems. Alas, after decades of trying we've not found one.

In this workshop, I'll let you discover why this is not possible and possibly explain how best to deal with this problem. This ideas in this workshop are based on my experience backed by latest research from Cognitive Science, Complex Adaptive System’s Theory and Evolutionary Psychology.

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Transcript of "Agile Way of Dealing with Uncertainty in a Complex Adaptive World"

  1. 1. Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.comSaturday 1 September 2012 1
  2. 2. Agile Way of dealing with Uncertainty in a Complex Adaptive World Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.comSaturday 1 September 2012 1
  3. 3. Video on Selective Attention http://www.youtube.com/watch?v=vJG698U2MvoSaturday 1 September 2012 2
  4. 4. Selec%ve  A)en%on The  process  by  which  a  person  can  selec%vely  pick   out  one  s%mulus  from  a  mixture  of  s%muli  occurring   simultaneously.Saturday 1 September 2012 3
  5. 5. Which  line  is  the  longest? 1 2 3Saturday 1 September 2012 4
  6. 6. Which  line  is  the  longest? 1 2 3 Müller-Lyer optical illusionSaturday 1 September 2012 4
  7. 7. Which  Orange  Circle  is  bigger?Saturday 1 September 2012 5
  8. 8. Which  Orange  Circle  is  bigger? Ebbinghaus optical illusionSaturday 1 September 2012 5
  9. 9. Saturday 1 September 2012 6
  10. 10. Pet  Plant  Research  @  an  elderly  Nursing  HomeSaturday 1 September 2012 7
  11. 11. Pet  Plant  Research  @  an  elderly  Nursing  HomeSaturday 1 September 2012 7
  12. 12. Student  Volunteers  @  Nursing  HomeSaturday 1 September 2012 8
  13. 13. Student  Volunteers  @  Nursing  HomeSaturday 1 September 2012 8
  14. 14. Why?Saturday 1 September 2012 9
  15. 15. What  would  you  prefer? A  lo)ery  %cket  with  a  random  number   or  a  number  you’ve  picked?Saturday 1 September 2012 10
  16. 16. What  would  you  prefer? In  the  Casino,  if  you  toss  the  dice   or  someone  else  tosses  the  dice?Saturday 1 September 2012 11
  17. 17. What  would  you  prefer? In  the  Casino,  if  you  toss  the  dice   or  someone  else  tosses  the  dice? Do you think it will make any difference?Saturday 1 September 2012 11
  18. 18. Illusion  of  Control Our  desire  to  control  is  so  powerful  that  the  feeling   of  being  in  control  is  so  rewarding  that  people  oLen   act  as  though  they  can  control  the  uncontrollable.Saturday 1 September 2012 12
  19. 19. Electrical  Shock  Research High  Volts  Shock  Group  vs.  Low  Volts  Shock  Group  5  shocks  of  5  volts  each  vs.  3  shocks  of  2-­‐4  volts  each Every  10  seconds  vs.  Random  %me  intervalSaturday 1 September 2012 13
  20. 20. Electrical  Shock  Research High  Volts  Shock  Group  vs.  Low  Volts  Shock  Group  5  shocks  of  5  volts  each  vs.  3  shocks  of  2-­‐4  volts  each Which Group would have Every  10  seconds  vs.  Random  %me  interval sweated more, whose heart beats would be faster and who claimed to be more afraid?Saturday 1 September 2012 13
  21. 21. UncertaintySaturday 1 September 2012 14
  22. 22. Uncertainty Why? Our desire to ControlSaturday 1 September 2012 14
  23. 23. How  do  we  deal  with  Uncertainty?Saturday 1 September 2012 15
  24. 24. How  do  we  deal  with  Uncertainty?Saturday 1 September 2012 15
  25. 25. How  do  we  deal  with  Uncertainty?Saturday 1 September 2012 15
  26. 26. How  do  we  deal  with  Uncertainty?Saturday 1 September 2012 15
  27. 27. How  do  we  deal  with  Uncertainty?Saturday 1 September 2012 15
  28. 28. Predictability  ParadoxSaturday 1 September 2012 16
  29. 29. How to Organize a Childrens Party? A video by Dave Snowden http://www.youtube.com/watch?v=Miwb92eZaJgSaturday 1 September 2012 17
  30. 30. Saturday 1 September 2012 18
  31. 31. Saturday 1 September 2012 19
  32. 32. Why is there only ONE Toyota or Apple today?Saturday 1 September 2012 20
  33. 33. Products & Processes are like haircuts Copying someone else’s rarely worksSaturday 1 September 2012 21
  34. 34. Retrospec%ve  CoherenceSaturday 1 September 2012 22
  35. 35. Retrospec%ve  Coherence Hindsight does not lead to foresight!Saturday 1 September 2012 22
  36. 36. MESaturday 1 September 2012 23
  37. 37. Saturday 1 September 2012 24
  38. 38. Tech Talks!Saturday 1 September 2012 25
  39. 39. Saturday 1 September 2012 26
  40. 40. Taking ownership of a simple process Adapted from Jeff PattonSaturday 1 September 2012 27
  41. 41. The  Ball  Point  GameSaturday 1 September 2012 28
  42. 42. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  canSaturday 1 September 2012 28
  43. 43. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  can Simple  structure:  Predict  the  number  of  balls  you  can  process  Pass  balls  for  2  minutes  (no  more,  no  less)  Take  2  minute  to  discuss  and  improve  your  strategySaturday 1 September 2012 28
  44. 44. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  can Simple  structure:  Predict  the  number  of  balls  you  can  process  Pass  balls  for  2  minutes  (no  more,  no  less)  Take  2  minute  to  discuss  and  improve  your  strategy Simple  rules:  Everyone  must  touch  the  ball  for  it  to  be  “done”  The  ball  must  have  “air  %me”  -­‐  it  must  be  tossed  or  dropped  between  team  membersSaturday 1 September 2012 28
  45. 45. Core  Agile  concepts  learned? Adapted from Jeff PattonSaturday 1 September 2012 29
  46. 46. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game   Adapted from Jeff PattonSaturday 1 September 2012 29
  47. 47. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve   Adapted from Jeff PattonSaturday 1 September 2012 29
  48. 48. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change   Adapted from Jeff PattonSaturday 1 September 2012 29
  49. 49. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce   Adapted from Jeff PattonSaturday 1 September 2012 29
  50. 50. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement   Adapted from Jeff PattonSaturday 1 September 2012 29
  51. 51. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput   Adapted from Jeff PattonSaturday 1 September 2012 29
  52. 52. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions   Adapted from Jeff PattonSaturday 1 September 2012 29
  53. 53. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions    Reflec7on:  observing,  measuring  &  changing  is  the  means  for   process  improvement Adapted from Jeff PattonSaturday 1 September 2012 29
  54. 54. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions    Reflec7on:  observing,  measuring  &  changing  is  the  means  for   process  improvement  Team  work  is  an  individual  skill Adapted from Jeff PattonSaturday 1 September 2012 29
  55. 55. “Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” Dee HockSaturday 1 September 2012 30
  56. 56. Your  SoLware  Development  Game? What  would  be:  Your  goal  Simple  structure  Simple  rulesSaturday 1 September 2012 31
  57. 57. The  Agile  Game Adapted from Jeff PattonSaturday 1 September 2012 32
  58. 58. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Adapted from Jeff PattonSaturday 1 September 2012 32
  59. 59. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Simple  structure:    As  a  team,  set  a  goal  &  plan  to  accomplish  the  work    Deliver  working  solu%on  by  the  end  of  a  fixed  cycle    Reflect  &  improve  your  Product,  Plan,  People  and  Process Adapted from Jeff PattonSaturday 1 September 2012 32
  60. 60. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Simple  structure:    As  a  team,  set  a  goal  &  plan  to  accomplish  the  work    Deliver  working  solu%on  by  the  end  of  a  fixed  cycle    Reflect  &  improve  your  Product,  Plan,  People  and  Process Simple  rules:  Whole  team  works  together  &  takes  responsibility  for  the  outcome  Progress  and  quality  must  be  kept  visible  Finished  work  (working  solu%on)  is  the  only  measure  of  progress Adapted from Jeff PattonSaturday 1 September 2012 32
  61. 61. Saturday 1 September 2012 33
  62. 62. Agile OriginsSaturday 1 September 2012 33
  63. 63. SoLware  Engineering?Saturday 1 September 2012 34
  64. 64. SoLware  Engineering? Crea%ng  SoLware  is  a  CraL. Conver%ng  source  code  to  executable   is  the  engineering  bit.Saturday 1 September 2012 34
  65. 65. IEEE  defines  SoLware  Engineering  as... “Software Engineering is the application of a systematic, disciplined, quantifiable approach to development, operation and maintenance of software: that is, the application of engineering to software.” IEEE Standard Computer Dictionary, ISBN 1-55937-079-3, 1990Saturday 1 September 2012 35
  66. 66. Who  used  SoLware  Engineering?Saturday 1 September 2012 36
  67. 67. Who  used  SoLware  Engineering?Saturday 1 September 2012 36
  68. 68. For the space shuttle’s operating systemSaturday 1 September 2012 37
  69. 69. Some  Sta%s%cs NASA’s  Defect  DensitySaturday 1 September 2012 38
  70. 70. Some  Sta%s%cs NASA’s  Defect  Density The  last  11  versions  of  the   space  shu)le’s  420,000  line   systems  had  a  total  of  17   defects.  Saturday 1 September 2012 38
  71. 71. Some  Sta%s%cs NASA’s  Defect  Density The  last  11  versions  of  the   space  shu)le’s  420,000  line   systems  had  a  total  of  17   defects.  Saturday 1 September 2012 38
  72. 72. One  More  Data  PointSaturday 1 September 2012 39
  73. 73. One  More  Data  PointSaturday 1 September 2012 39
  74. 74. Another  real   soLware  engineering  projectSaturday 1 September 2012 40
  75. 75. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense SystemSaturday 1 September 2012 40
  76. 76. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense System 18 20 1969-­‐1975,  5407  person  years code & unit test Hardware  designed  at  the  same   design 18 % 20 % Ame  as  soBware  specs  being   wriDen reqmts Late  changes  in  requirements  not   20 % 20 integration an  opAon testing 42 % 42Saturday 1 September 2012 40
  77. 77. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense System 18 20 1969-­‐1975,  5407  person  years code & unit test Hardware  designed  at  the  same   design 18 % 20 % Ame  as  soBware  specs  being   wriDen reqmts Late  changes  in  requirements  not   20 % 20 integration an  opAon testing 42 % 42 Did it Succeed?Saturday 1 September 2012 40
  78. 78. Safeguard  Ballis%c  Missile  Defense  System…Saturday 1 September 2012 41
  79. 79. Safeguard  Ballis%c  Missile  Defense  System… Revised Project StatisticsSaturday 1 September 2012 41
  80. 80. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons  Saturday 1 September 2012 41
  81. 81. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted)Saturday 1 September 2012 41
  82. 82. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  yearsSaturday 1 September 2012 41
  83. 83. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  years Operational for 133 days - Project terminated in 1978Saturday 1 September 2012 41
  84. 84. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  years Operational for 133 days - Project terminated in 1978 ‘By the time the 6-year anti-missile system project was completed, the new missiles were faster than the anti- missile missiles’Saturday 1 September 2012 41
  85. 85. Where do things go wrong?Saturday 1 September 2012 42
  86. 86. Requirements are stableSaturday 1 September 2012 43
  87. 87. Technology is well known and matureSaturday 1 September 2012 44
  88. 88. Everything goes as expected/plannedSaturday 1 September 2012 45
  89. 89. We’ve a great deal of expertise having done the same thing many times beforeSaturday 1 September 2012 46
  90. 90. Heavy weight methods work well when the previous points are validSaturday 1 September 2012 47
  91. 91. Projects with those characteristics are few and far between.Saturday 1 September 2012 48
  92. 92. Heavy  Weight  MethodologiesSaturday 1 September 2012 49
  93. 93. Heavy  Weight  Methodologies Heavy weight methodologies work in some instances, but there are high costs, and the risk in using them in dynamic environments is high.Saturday 1 September 2012 49
  94. 94. The  Business  Case  for  Agile  Development We  need  to  do  be)er  than  this  …. IT Projects Succeeded Failed Challenged Chaos  Report  2006.  Standish  GroupSaturday 1 September 2012 50
  95. 95. Project  Overruns….Saturday 1 September 2012 51
  96. 96. Feature  Use O@en  or  Always   Used:  20% Rarely Some%mes 19% 16% Never 45% OLen 13% Always 7% Rarely  or  Never Used:  64%Standish  Group  study  reported  at  XP2002  by  Jim  Johnson,  ChairmanSaturday 1 September 2012 52
  97. 97. Can  We  Predict  What  We  Need  ? How  significant  is  requirements  change  on  a  project?   “The  average  project  has  30%  requirements  change”Saturday 1 September 2012 53
  98. 98. Why Agile?Saturday 1 September 2012 54
  99. 99. Albert EinsteinSaturday 1 September 2012 55
  100. 100. A perfection of means, and confusion of aims, seems to be our main problem. Albert EinsteinSaturday 1 September 2012 55
  101. 101. Process  is  a  placebo 56Saturday 1 September 2012 56
  102. 102. Process  is  a  placebo Jared  spool’s  tricks  to  Dogma  conAnuum  arranges   terminology  from  improvisaAon  to  atrophy 56Saturday 1 September 2012 56
  103. 103. Process is built on values and principles and tailored to fit its context Src: Jeff PattonSaturday 1 September 2012 57
  104. 104. Src: Jeff PattonSaturday 1 September 2012 58
  105. 105. Lower  cost  of  change  curve Traditional cost profileSaturday 1 September 2012 59
  106. 106. Lower  cost  of  change  curve Traditional cost profile Agile system cost profileSaturday 1 September 2012 59
  107. 107. Clear  communica%on  is  the  founda%on “I’m glad we’re all agreed then.”Saturday 1 September 2012 60
  108. 108. Get  mental  models  out  on  the  table “Ah...”Saturday 1 September 2012 61
  109. 109. Convergence  through  itera%on “Ah!”Saturday 1 September 2012 62
  110. 110. A  genuinely  shared  understanding “I’m glad we’re all agreed then.”Saturday 1 September 2012 63
  111. 111. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Traditional software development Src: Jeff PattonSaturday 1 September 2012 64
  112. 112. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 64
  113. 113. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 64
  114. 114. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 64
  115. 115. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 65
  116. 116. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 65
  117. 117. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Agile software development Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 65
  118. 118. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Cost Scope Time (resources) Agile software development Traditional software development Time Cost (resources) Src: Jeff PattonSaturday 1 September 2012 65
  119. 119. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Src: Jeff PattonSaturday 1 September 2012 65
  120. 120. Leverage  a  shared  understanding  of  desired  product   goals  to  minimize  scope  while  maximizing  value Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Src: Jeff PattonSaturday 1 September 2012 66
  121. 121. Leverage  a  shared  understanding  of  desired  product   goals  to  minimize  scope  while  maximizing  value Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Target business goals & Src: Jeff Patton outcomesSaturday 1 September 2012 66
  122. 122. Building  Quality  into  the  Process Toyoda LoomSaturday 1 September 2012 67
  123. 123. Focus  on  Throughput Utilization (%) Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llcSaturday 1 September 2012 68
  124. 124. Tradi%onal  ProcessSaturday 1 September 2012 69
  125. 125. Tradi%onal  ProcessSaturday 1 September 2012 69
  126. 126. Applying  Lean  Principles   to  SoLware  DevelopmentSaturday 1 September 2012 70
  127. 127. Applying  Lean  Principles   to  SoLware  Development End-to-End small slices of workSaturday 1 September 2012 70
  128. 128. Applying  Lean  Principles   to  SoLware  Development End-to-End small slices 20 % done = 100 % usable of workSaturday 1 September 2012 70
  129. 129. Lean  Principles  applied   to  SoLware  Development   Project Plan/Estimation Requirements Gathering Use Cases / Functional Specs Design Specifications Code Test Fix / Integrate $ Inception $ $ $ $Saturday 1 September 2012 71
  130. 130. Itera%ve Adapted from Jeff PattonSaturday 1 September 2012 72
  131. 131. Itera%ve Adapted from Jeff PattonSaturday 1 September 2012 72
  132. 132. Itera%ve Adapted from Jeff PattonSaturday 1 September 2012 72
  133. 133. Itera%ve Adapted from Jeff PattonSaturday 1 September 2012 72
  134. 134. Incremental Adapted from Jeff PattonSaturday 1 September 2012 73
  135. 135. Incremental Adapted from Jeff PattonSaturday 1 September 2012 73
  136. 136. Incremental Adapted from Jeff PattonSaturday 1 September 2012 73
  137. 137. Incremental Adapted from Jeff PattonSaturday 1 September 2012 73
  138. 138. Itera%ve  AND  Incremental Adapted from Jeff PattonSaturday 1 September 2012 74
  139. 139. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff PattonSaturday 1 September 2012 74
  140. 140. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff PattonSaturday 1 September 2012 74
  141. 141. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff PattonSaturday 1 September 2012 74
  142. 142. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff PattonSaturday 1 September 2012 74
  143. 143. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff PattonSaturday 1 September 2012 74
  144. 144. Agile Birth of a new Software Movement!Saturday 1 September 2012 75
  145. 145. Agile  has  evolved  over  many  years Src: Jeff PattonSaturday 1 September 2012 76
  146. 146. 2000Saturday 1 September 2012 77
  147. 147. 2000 XP | Extreme Programming (Kent Beck) DSDM | Dynamic System Development Method (Dane Faulkner) FDD | Feature Driven Development (Jeff DeLuca) SCRUM (Ken Schwaber) Crystal (Alistair Cockburn) Adaptive Software Development (Jim Highsmith) Lean Software Development (Mary Poppendieck)Saturday 1 September 2012 77
  148. 148. Agile  Umbrella Agile XP Scrum DSDM FDD Adaptive Pragmatic Crystal LeanSaturday 1 September 2012 78
  149. 149. Agile ManifestoSaturday 1 September 2012 79
  150. 150. Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:Saturday 1 September 2012 79
  151. 151. Agile Manifesto “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.Saturday 1 September 2012 79
  152. 152. Agile Manifesto “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.Saturday 1 September 2012 79
  153. 153. Agile Manifesto “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.Saturday 1 September 2012 79
  154. 154. Agile Manifesto “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.Saturday 1 September 2012 79
  155. 155. Agile Manifesto “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.” © 2001 Agile Alliance. http://www.agilemanifesto.orgSaturday 1 September 2012 79
  156. 156. Agile Manifesto PrinciplesSaturday 1 September 2012 80
  157. 157. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.Saturday 1 September 2012 81
  158. 158. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.Saturday 1 September 2012 82
  159. 159. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Saturday 1 September 2012 83
  160. 160. Business people and developers must work together daily throughout the project.Saturday 1 September 2012 84
  161. 161. Build projects around motivated individuals. Givethem the environment and support they need, and trust them to get the job done.Saturday 1 September 2012 85
  162. 162. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.Saturday 1 September 2012 86
  163. 163. Working software is the primary measure of progress.Saturday 1 September 2012 87
  164. 164. Agile processes promote sustainable development. Thesponsors, developers, and users should be able to maintain a constant pace indefinitely.Saturday 1 September 2012 88
  165. 165. Simplicity the art of maximizing the amount of work not done is essential.Saturday 1 September 2012 89
  166. 166. Continuous attention to technical excellence and good design enhances agility.Saturday 1 September 2012 90
  167. 167. The best architectures, requirements, and designs emerge from self-organizing teams.Saturday 1 September 2012 91
  168. 168. At regular intervals, the teamreflects on how to become moreeffective, then tunes and adjusts its behavior accordingly.Saturday 1 September 2012 92
  169. 169. It  turns  out...Saturday 1 September 2012 93
  170. 170. It  turns  out...  Zivs  law  -­‐  specifica%ons  will  never  be  fully  understood.Saturday 1 September 2012 93
  171. 171. It  turns  out...  Zivs  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphreys  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)Saturday 1 September 2012 93
  172. 172. It  turns  out...  Zivs  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphreys  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegners  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.  Saturday 1 September 2012 93
  173. 173. It  turns  out...  Zivs  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphreys  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegners  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.    Langdons  lemma  -­‐  soLware  evolves  more  rapidly  as  it   approaches  chao%c  regions  (taking  care  not  to  spill  over  into   chaos)Saturday 1 September 2012 93
  174. 174. It  turns  out...  Zivs  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphreys  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegners  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.    Langdons  lemma  -­‐  soLware  evolves  more  rapidly  as  it   approaches  chao%c  regions  (taking  care  not  to  spill  over  into   chaos) Any association of predictive or defined processes with Agile is an exercise in futility. - JeffSaturday 1 September 2012 93
  175. 175. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  176. 176. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  177. 177. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  178. 178. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  179. 179. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  180. 180. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  181. 181. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  182. 182. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  183. 183. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  184. 184. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  185. 185. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  186. 186. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 11.Empowered  teams 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  187. 187. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 11.Empowered  teams 6. Easy  access  to  experts 12.DisrupAve  change Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2  Saturday 1 September 2012 94
  188. 188. Our  Team  RoomsSaturday 1 September 2012 95
  189. 189. Our  plans  looks  like  this Source : ThoughtWorksSaturday 1 September 2012 96
  190. 190. some  more  plans…Saturday 1 September 2012 97
  191. 191. src: ThoughtWorks IndiaSaturday 1 September 2012 98
  192. 192. Work or Fun or Both? src: ThoughtWorks IndiaSaturday 1 September 2012 99
  193. 193. Work or Fun or Both? src: ThoughtWorks IndiaSaturday 1 September 2012 99
  194. 194. Agile EvolutionSaturday 1 September 2012 100
  195. 195. Agile  Umbrella Agile XP Scrum DSDM FDD Adaptive Pragmatic Crystal LeanSaturday 1 September 2012 101
  196. 196. Agile  become... Agile XP ScrumSaturday 1 September 2012 102
  197. 197. Saturday 1 September 2012 103
  198. 198. Balance discovery with delivery Discovery:understanding theright product to build Delivery: building product right Src: Jeff PattonSaturday 1 September 2012 104
  199. 199. Then  came  along... Agile Ecosystem Agile Agile-UX XP Lean Scrum Product DiscoverySaturday 1 September 2012 105
  200. 200. High Level View of an Agile Process Src: Jeff PattonSaturday 1 September 2012 106
  201. 201. Then  came  along... Agile Ecosystem Agile Agile-UX XP Lean Scrum Kanban Product DiscoverySaturday 1 September 2012 107
  202. 202. Where did Agile Originate? Src: Jeff PattonSaturday 1 September 2012 108
  203. 203. Where  Agile  appears  to  work  best? Unknown Solution Known Known Unknown Problem Src: Eric RiesSaturday 1 September 2012 109
  204. 204. Where  Agile  appears  to  work  best? Unknown le Solution gi Known A Known Unknown Problem Src: Eric RiesSaturday 1 September 2012 109
  205. 205. Where  Agile  appears  to  work  best? Unknown ?? le Solution gi Known A Known Unknown Problem Src: Eric RiesSaturday 1 September 2012 109
  206. 206. Kaizen vs. KaikakuSaturday 1 September 2012 110
  207. 207. Currently... Agile Ecosystem Lean Agile Startup Agile-UX XP Lean Scrum Kanban Dev-OPs Product DiscoverySaturday 1 September 2012 111
  208. 208. The  Future Lean Startup CD Pivot Costumer Development CD Agile Continuous Delivery XP Agile-UX Scrum Lean Kanban Dev-OPs MVP Product DiscoverySaturday 1 September 2012 112
  209. 209. Saturday 1 September 2012 113
  210. 210. Organizations have habits, and they will stick to their habits even at the risk of their own survival. Brad Anderson, CEO, Best BuySaturday 1 September 2012 114
  211. 211. Organizational structures have a short life... Nobody likes to reorganize, and you always run the risk that you distract your employees and lose focus on customers. But if you dont do it, you lose your competitive edge. Nancy McKinstry, CEO, Wolters KluwerSaturday 1 September 2012 115
  212. 212. Saturday 1 September 2012 116
  213. 213. Saturday 1 September 2012 117
  214. 214. InnovationSaturday 1 September 2012 118
  215. 215. Metrics MessSaturday 1 September 2012 119
  216. 216. Saturday 1 September 2012 120
  217. 217. Knowledge Islands Metrics MessSaturday 1 September 2012 121
  218. 218. Saturday 1 September 2012 122
  219. 219. Be  careful  not  to… Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.comSaturday 1 September 2012 123
  220. 220. Be  careful  not  to… Naresh Jain Ques%ons? naresh@agilefaqs.com twitter: @nashjain http://nareshjain.comSaturday 1 September 2012 123
  221. 221. Be  careful  not  to… Naresh Jain Ques%ons? naresh@agilefaqs.com twitter: @nashjain http://nareshjain.comSaturday 1 September 2012 123
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