Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile. About Jacob Creech: Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work. After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years. However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
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Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017
- 1. Modern Agile – what is it good for? Jacob Creech Agile guy – Assurity Consulting
- 6. Some people think of this stuff as Agile Post-it notes Velocity Squads SAFe Sprints Story Points XP Tribes Stand-up meetings Scrum Masters User Stories Sprint Reviews
- 7. NONE of those things will make you Agile
- 8. The Agile Manifesto says 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.
- 9. And don’t forget the principles 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 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 maximising the amount of work not done--is essential. 11. The best architectures, requirements and designs emerge from self-organising teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
- 10. Which is great, but that was written in 2001… now what?
- 24. We learn rapidly by experimenting frequently.
- 36. It’s not about our product, our company, our brand. It’s not about how the user feels about us. It’s how the user feels about themselves, in the context of whatever it is our product, service, cause helps them to do or be.
- 44. Anything that isn’t delivered isn’t helping anyone become more awesome or safe.
- 45. We need to get it done!
- 53. What else are agilists up today?
- 54. #NoEstimate s
- 55. #NoProjects
Editor's Notes
- Safety is both a basic human need and a key to unlocking high performance. We actively make safety a prerequisite by establishing safety before engaging in any hazardous work. We protect people’s time, information, reputation, money, health and relationships. And we endeavor to make our collaborations, products and services resilient and safe.
- What happens when you aren’t safe? Leaks, misscommunication…
- Power surge? 1 server went down?
- A group in Google’s People Operations (HR) set out to answer this question using data and rigorous analysis: What makes a Google team effective?
- Failure fridays
- FAILURE FRIDAY
- We learn rapidly by experimenting frequently. We make our experiments “safe to fail” so we are not afraid to conduct more experiments. When we get stuck or aren’t learning enough, we take it as a sign that we need to learn more by running more experiments.
- Intuit tells FORBES that more than $100 million of its 2012 revenue came from products that didn't exist three years ago, a tenfold increase from 2010.
- Tesla
- In modern agile we ask how we can make people in our ecosystem awesome. This includes the people who use, make, buy, sell or fund our products or services. We learn their context and pain points, what holds them back and what they aspire to achieve. How can we make them awesome?
- Flash builds, in store understanding problems, rapidly responding to customer need, building something that solves a problem
- Day one at the company
- What happens if companies look after people as well as they look after money...
- Anything that isn’t delivered isn’t helping anyone become more awesome or safe. In modern agile we ask ourselves, “How could valuable work be delivered faster?” Delivering value continuously requires us to divide larger amounts of value into smaller pieces that may be delivered safely now rather than later.
- When does an idea actually have value to the end user?
- DevOps topologies