Agile Values, French Values and Your Company

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An exploration of French Values, Agile Values and Scrum Principles to understand better how to apply Agile Values and Scrum Principles to transform your organization

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Agile Values, French Values and Your Company

  1. 1. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevFile  1  Beyond  Scrum      
  2. 2. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevGet Started!•  Stand up!•  Speak with three people from outside your region.Discuss:•  What characteristics define French people?•  How are people from your region different from their neighbors?•  What aspects of Scrum and Agile seem strange or alien to you?•  What problems do you have/foresee doing Scrum & Agile?
  3. 3. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevI help my customers thrive in the 21st century@peterstev  peter@sierra-­‐charlie.com  scrum-­‐breakfast.com  
  4. 4. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevScrum doesn’t work <here>!or will it?
  5. 5. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev•  What are values?•  What are French Values?•  What are Agile Values and Principles•  Applying the Agile Manifesto to other parts of thecompany
  6. 6. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat are values?
  7. 7. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevValues are a guide to making decisionsBecause we believe in<some value> [over <some-other-value>]we will take<some course of action>
  8. 8. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevExamples•  Because our company believes in maximizing shareholder value, we will fire rather than retrain employees•  Because we value cost-efficiency over customer delight,we do not respond generously to customer complaints.•  Because I believe in transparency, I will tell the wholetruth about the state of my tasks•  Because I believe in focus, I will only work on one storyat a time
  9. 9. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat does it mean to beFrench?
  10. 10. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat does it mean to be French?•  As a Frenchman/Frenchwoman,•  Because I believe in _____,•  I would do _____•  instead of ______•  Work in pairs•  Create 3 to 5 examples on post its and put on the board•  We will share examples
  11. 11. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat areAgile and Scrum values?
  12. 12. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWe are looking for better ways to develop software…
  13. 13. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevLess important != unimportantPeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a planImportant  More  Important  The  Agile  Manifesto  
  14. 14. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevInspect and Adapt Everything isTime-BoxedThe Team Solves theWhole ProblemKey Elements of Scrum Limit Complexity
  15. 15. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevEarning  Value  Scrum creates opportunities to inspect and adaptmax  30  Days  Done  PotenIally  Shippable  Product  RetrospecIve  Review  Planning  1  Daily  Scrum  Product  Backlog  Planning  2  
  16. 16. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevApplying Agile Values inYour Context
  17. 17. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevValues provide guidancePeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a plan“We  are  looking  for  beOer  ways    to  develop  soPware…”  Important  More  Important  
  18. 18. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevValues provide guidancePeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a plan“We  are  looking  for  beOer  ways    to  develop  soPware…”  Important  More  Important      later  
  19. 19. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevValues provide guidancePeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a plan“We  are  looking  for  beOer  ways    to  develop  soPware…”  Important  More  Important  even  later  later  
  20. 20. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 1 – Agree to get better“We  are  looking  for  beOer  ways    to  develop  soPware…”  
  21. 21. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 1 – Agree to get better“We  are  looking  for  beOer  ways    to  develop  soPware…”  Hint:  get  permission  to  improve  get  permission  to  change  every  week  
  22. 22. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 2 – Identify your customer visible valueWhat is the customer visible valueof the HR Department?“We  are  looking  for  beOer  ways    to  create  customer  visible  value  …”  
  23. 23. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWant context do you want to make more agile?•  Pick a department or function•  What is its primary customer visible value?
  24. 24. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 3 – make small changes to the Agile Manifestoto match your contextPeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a plan“We  are  looking  for  beOer  ways    to  develop  soPware…”  Important  More  Important  
  25. 25. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 3 – make small changes to the Agile Manifestoto match your contextPeople and Interactions Tools and ProcessesCustomer Visible Value Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a planImportant  More  Important  “We  are  looking  for  beOer  ways    to  create  customer  visible  value  …”  
  26. 26. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevCreate your XXX manifesto!•  We are looking for better ways to do…
  27. 27. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWe are looking for better ways to manage a company…
  28. 28. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWe are looking for better ways to manage a company…Agile  Enterprise  Management  guiding  organizaIons  great  organizaIons  
  29. 29. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 4 – Do the same for the Agile Principles1.  Our highest priority is to satisfy the customerthrough early and continuous delivery ofvaluable software.2.  Welcome changing requirements, even late indevelopment. Agile processes harness changefor the customers competitive advantage.3.  Deliver working software frequently, from acouple of weeks to a couple of months, with apreference to the shorter timescale.4.  Business people and developers must worktogether daily throughout the project.5.  Build projects around motivated individuals.Give them the environment and support theyneed, and trust them to get the job done.6.  The most efficient and effective method ofconveying information to and within adevelopment team is face-to-face conversation.7.  Working software is the primary measure ofprogress.8.  Agile processes promote sustainabledevelopment.9.  The sponsors, developers, and users should beable to maintain a constant pace indefinitely.10.  Continuous attention to technical excellenceand good design enhances agility.11.  Simplicity--the art of maximizing the amount ofwork not done--is essential.12.  The best architectures, requirements, anddesigns emerge from self-organizing teams.13.  At regular intervals, the team reflects on how tobecome more effective, then tunes and adjustsits behavior accordingly.
  30. 30. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 4 – Create your Agile Principles1.  Our highest priority is to satisfy the customerthrough early and continuous delivery ofcustomer visible value.2.  Welcome changing requirements, even late indevelopment. Agile processes harness changefor the customers competitive advantage.3.  Deliver customer visible value frequently,from a couple of weeks to a couple of months,with a preference to the shorter timescale.4.  Business people and our staff must worktogether daily throughout the project.5.  Build projects around motivated individuals.Give them the environment and support theyneed, and trust them to get the job done.6.  The most efficient and effective method ofconveying information is face-to-faceconversation.7.  Delivered customer visible value is theprimary measure of progress.8.  Agile processes promote sustainable deliveryof customer visible value .9.  The sponsors, developers, and users should beable to maintain a constant pace indefinitely.10.  Continuous attention to technical excellenceand good design enhances agility.11.  Simplicity--the art of maximizing the amount ofwork not done--is essential.12.  The best architectures, requirements, anddesigns emerge from self-organizing teams.13.  At regular intervals, the team reflects on how tobecome more effective, then tunes and adjustsits behavior accordingly.
  31. 31. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 5 – Evaluate Decisions, Policies and Practicesin light of these values•  What  was  the  decision?  •  What  did  it  value?  •  If  you  had  valued  something  on  the  leP  more,  how  would  you  have  decided?  •  What  impact  would  that  have  had  for  your  company,  staff  or  customers?  •  Adjust  your  values  appropriately!  People and Interactions Tools and ProcessesCustomer Visible Value Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a planImportant  More  Important  “We  are  looking  for  beOer  ways    to  create  customer  visible  value  …”  
  32. 32. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevIdentify recent decisions or policies that may be in conflictwith your Agile Manifesto•  What was the decision?•  What did it value?•  If you had valued something on the left more, how wouldyou have decided?•  What impact would that have had for your company, staffor customers?
  33. 33. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 6 – Identify improvement potential based on your Agile Principles
  34. 34. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevIdentify improvement potentialGo through your Agile Principles, and identify concreteimprovement potential that you might apply next week.Write each idea on a post-it, identified by the principleimplements.
  35. 35. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevConsolidate and PrioritizesYou now have a product backlog
  36. 36. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev“Done”Now is the time to consider usingScrum to manage the change process

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