Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation. This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model. For more information about the Enterprise Transformation Meta Model refer to: http://www.enterprisetransformationmetamodel.com

2. Enterprise Transformation Meta Model
© Unbound DNA 2014

3. Enterprise Transformation Meta Model
TEAM
SCALE/DIVISION
ORGANISATION
© Unbound DNA 2014

4. Enterprise Transformation Meta Model
TEAM
SCALE
ORG
VALUES
PRINCIPLES
PROCESS
PRACTICES
TECHNIQUES
© Unbound DNA 2014

5. © Unbound DNA 2014
Agile Manifesto
2001
Foundational
17 Signatories
http://agilemanifesto.org/
Value Proposition:
A better way to develop software

6. © Unbound DNA 2014
eXtreme Programming (XP)
1999
Foundational
Kent Beck
http://www.extremeprogramming.org/
Value Proposition:
Software development craftsmanship
Values
•Communication
•Feedback
•Simplicity
•Courage
•Respect Principles
•Feedback
•Simplicity
•Embrace Change

7. © Unbound DNA 2014
DSDM (Dynamic Systems Development Method)
1994
Foundational
DSDM Consortium
http://www.dsdm.org/
© Unbound DNA 2014
Value Proposition: A disciplined Rapid Application Delivery approach
Principles
•Focus on business need
•Deliver on time
•Collaborate
•Never compromise quality
•Build incrementally from firm foundations
•Develop iteratively
•Communicate continuously and clearly
•Demonstrate control

8. © Unbound DNA 2014
Crystal
1997
Foundational
Alistair Cockburn
http://alistair.cockburn.us/Crystal+methodologies
Value Proposition: A family of methodologies that scales upwards based on criticality and number of people within the project
Practices
•Frequent delivery
•Reflective improvement
•Automated tests, configuration management & frequent integration Values
•Personal safety
•Focus
•Access to expert users
•Co-location

9. © Unbound DNA 2014
Scrum
1986 (1990)
Foundational
Hirotaka Takeuchi & Ikurjiro Nonaka (Jeff Sutherland & Ken Schwaber)
https://www.scrumalliance. org/
https://www.scrum.org/ (Ken Schwaber 2010)
Value Proposition: The most utilised Agile method with a current uptake of 70% of the market. Well understood and supported, many trainers.

10. © Unbound DNA 2014
Feature Driven Development (FDD)
1997
Foundational
Jeff De Luca
http://www.featuredrivendevelopment.com/
Value Proposition: A more technical or architectural approach to delivering work with a high focus on object modelling
Hint:
FDD’s “features” are more like user stories
Process
•Develop overall model
•Build feature list
•Plan by feature
•Design by feature
•Build by feature using feature teams Practices
•Inspections
•Configuration Management
•Regular builds
•Visibility of progress and results

11. © Unbound DNA 2014
Lean
1936 (1990)
Lean
Taiichi Ohno James Womack
http://www.lean.org/
© Unbound DNA 2014
Value Proposition: Making obvious what adds value by reducing everything else
Also known as:
- Lean manufacturing - Lean enterprise - Toyota Production System (TPS)
8 wastes (Muda)
Improvement Kata

12. © Unbound DNA 2014
Deming System of Profound Knowledge
(1939) 1950 (1951)
Lean
(Walter A Shewhart) W. Edwards Deming (Kaoru Ishikawa)
https://www.deming.org
© Unbound DNA 2014
Value Proposition:
The father of today’s modern management approaches
System of profound knowledge:
1.Appreciation of a system
2.Knowledge of variation
3.Theory of knowledge
4.Knowledge of psychology
Deming used “Plan, do, study, act” over “check” because it emphasized inspection over analysis. He also referred to PDCA as the Shewhart cycle

13. © Unbound DNA 2014
Product Development Flow
2009
Lean
Donald Reinertsen
http://lpd2.com/
Value Proposition:
Improve delivery of products by focusing on flow
•Manage queues
•Manage variability
•Reduce batch size
•Constrain Work In Progress (WIP)
•Quantify economics
•Manage flow
•Rapid feedback loops
•Decentralise control

14. © Unbound DNA 2014
Kanban (Modern Management Methods)
2010
Lean
David Anderson
http://www.djaa.com/
© Unbound DNA 2014
Value Proposition: Small, incremental improvements on top of your work culture
Practices:
•Visualise work
•Limit work in progress
•Manage flow
•Make policies explicit
•Implement feedback loops
•Improve collaboratively, improve experimentally
Principles:
•Start with what you do now
•Agree to pursue incremental, evolutionary change
•Respect the current process, roles, responsibilities and titles
•Leadership at all levels

15. © Unbound DNA 2014
Lean Startup
2011
Lean
Eric Ries
http://theleanstartup.com/
Value Proposition: Build better businesses by exploring rapidly how customers use the product. Build the right thing.

16. © Unbound DNA 2014
Personal Kanban
2011
Lean
Jim Benson Tonianne DeMaria Barry
http://www.personalkanban.com/
Value Proposition: Be more efficient and productive with activities you do outside of work, or if you are a team of 1.
I.Get your stuff ready
II.Establish your value stream
III.Establish your backlog
IV.Establish your Work In Progress Limit
V.Begin to pull
VI.Reflect
Hint:
Kanban at home

17. © Unbound DNA 2014
Scrumban
2008
Variant
Corey Ladas
http://www.eylean.com/blog/category/scrumban/
Value Proposition:
The benefits of Scrum and Kanban together
Variations from Kanban
•Team can be either specialised or cross functional
•Prioritisation of the backlog is recommended during each Sprint Planning
•Continuous work along with short iterations for planning, longer cycles for release
•Daily Scrum, Sprint Review and Sprint Retrospective (Sprints are used for Cadence)

18. © Unbound DNA 2014
ScrumBut
2008
Variant
Malcolm Anderson
http://agileatlas.org/articles/item/fractional-scrum- or-scrum-but
Value Proposition: Patterns of dysfunction in the application of Scrum
Hint:
(ScrumBut)(Reason)(Workaround)
“We use Scrum, but we can't build a piece of functionality in a month, so our Sprints are 6 weeks long.”
•Identify pattern
•Make pattern transparent
•Determine root cause
•Remediate root cause

19. © Unbound DNA 2014
Agile Unified Process
2005
Variant
Scott Ambler
http://www.ambysoft.com/unifiedprocess/agileUP.html
Value Proposition: An agilified version of RUP
Principles:
•Your staff know what they are doing
•Simplicity
•Agility
•Focus on high value activities
•Tool independence
•Tailor AUP to meet your own needs
Hint:
Replaced by DAD

20. © Unbound DNA 2014
Disciplined Agile Delivery (DAD)
2012
Scale
Scott Ambler
http://disciplinedagiledelivery.com/
Value Proposition:
A goal driven approach for scaling Agile, combined from Scrum, Kanban, XP, Agile Modelling, UP & Lean

21. © Unbound DNA 2014
Enterprise Unified Process (EUP)
2013 (for DAD extension)
Extension
Scott Ambler
http://enterpriseunifiedprocess.com/
Value Proposition:
Detailed process, practices, artefacts and techniques for non delivery based phases
Hint:
Extension of DAD/RUP to include Production & Retirement

22. © Unbound DNA 2014
ScrumPLoP (Pattern Languages of Programs)
2010
Extension
The Hillside Group
http://www.scrumplop.org/
© Unbound DNA 2014
The Scrum Guide is the official rule book. However, the Scrum Guide doesn't tell you the rationale behind Scrum as a whole, or behind many of its successful practices. Those rationales come out of experience, community, and the insights of its founders and inventors. The ScrumPLoP mission is to build a body of pattern literature around those communities, describing those insights, so we can easily share them with the Scrum and Agile communities.
“
“
Value Proposition:

23. © Unbound DNA 2014
Enterprise Transition Framework (ETF)
2014
Extension
Agile 42
http://www.agile42.com/en/agile-transition/etf/
Value Proposition:
Implement continuous improvement and experience change in an empirically controlled way
Hint:
A process for Agile Transformation

24. © Unbound DNA 2014
Accelerated Agile
2010
Extension
Dan North
Vimeo
Value Proposition:
Faster, more effective software delivery
•Learn the domain
•Prioritise risk over value
•Plan as far as you need
•Try something different
•Deliver frequently, preferably daily
•Get feedback from real customers
•Build and deploy small, separate pieces
•Prefer simple over easy
•Make conscious trade-offs
•Share (pairing, learning lunches, code reviews)
•Be okay with failure

25. © Unbound DNA 2014
LeSS (Large Scale Scrum)
2008
Scale
Craig Larman Bas Vodde
http://www.crosstalkonline.org/storage/issue- archives/2013/201305/201305-larman.pdf
Value Proposition: 1000 people product development with 1 product owner
•No specialisation within team
•No IT Program/Project Manager
•One product backlog
•One definition of done
•One potentially shippable product increment
•One (overall) product owner
•One Sprint
•Two team member reps Sprint Planning and Review (science fair)
•Normal and joint retrospective
•Scrum of Scrums
•Pre-sprint planning Product Owner team meeting

26. © Unbound DNA 2014
Enterprise Scrum
2010
Extension
Mike Beedle
http://www.enterprisescrum. com/
Value Proposition:
1.More business appropriate language,
2.Can be applied to knowledge work; and
3.In scaled mode (distributed and/or cooperative)*
*note: growth scale not size of product scale

27. © Unbound DNA 2014
SAFe
2007
Scale
Dean Leffingwell
http://scaledagileframework. com/
Value Proposition:
A one stop shop, comprehensive, detailed & blended framework that can be applied to large projects
Hint:
The “RUP” of the Agile world
Values:
•Alignment
•Code quality
•Transparency
•Program Execution

28. © Unbound DNA 2014
Recipes for Agile Governance in the Enterprise (RAGE)
2013
Scale
CPrime
http://www.cprime.com/wp- content/uploads/woocommerce_uploads/2013/07/RAGE- Final-cPrime1.pdf
Value Proposition: Framework for applying governance to agile projects, programs and portfolios
Portfolio governance
•Roles: Portfolio Owner, Area Portfolio Owner, Program Manager
•Portfolio Grooming Meeting
•Portfolio Governance Meeting
•Business Case
•Agile Charter
•Decision Matrix
•Portfolio Backlog
•Burn Up Chart

29. © Unbound DNA 2014
Spotify
2012
Scale
Spotify (Henrik Kniberg)
http://vimeo.com/85490944
http://vimeo.com/94950270
Value Proposition: An approach that one organisation found works for them
Principles:
•Loosely coupled, tightly aligned, autonomous squads
•Cross pollination over standardisation
•Squad code accountability, open responsibility with limited blast radius
•Motivated individuals
•Community over structure
•Decoupled releases
•Failure recovery over failure avoidance
•Experiment driven development

30. © Unbound DNA 2014
Oath of Non-Allegiance
2010
Movement
Alistair Cockburn
http://alistair.cockburn.us/Oath+of+Non- Allegiance
I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation.
“
“
Value Proposition:
Choose the right tool from your toolbox, have many tools for many problems.

31. © Unbound DNA 2014
Nonban
2013
Movement
David Hussman
http://agileprague.com/pool/ vzor/upload/Renaissance_Reformation_and_Nanban_3_ up.pdf
The least amount of process adopted by very skilled persons with the most real and measurable value.
“
“
Value Proposition:
Remove waste, improve productivity

32. © Unbound DNA 2014
#No Estimates
2013
Movement
Neil Killick Vasco Duarte Woody Zuill Chris Chapman
Ron Jeffreys Henri Karhatsu
http://www.slideshare.net/ neilkillick/the- noestimates-debate #noestimates
Value Proposition:
When it is appropriate to use estimates in software, & to what form these should take.
•Estimate probabilistically and proactively, based on experiments
•Focus on time and cash constraints
•Iterate design and decisions
•Delivery with flow/limit WIP
•Explicit policies for breaking work down and measuring how long it took
•Keep teams together
•Enable continuous delivery
•Build things on demand, in increments, and as soon as they are ready
•Drip fund
•Flexible contracts

33. © Unbound DNA 2014
BDD, ATTD & Specification by Example
2006
Developer centric
Dan North Lasse Koskela (2007) Gojko Adzic (2009)
http://dannorth.net/introducing- bdd/
http://testobsessed.com/wp- content/uploads/2011/04/atddexample.pdf
http://specificationbyexample.com/
© Unbound DNA 2014
Value Proposition: A significant practice extension from XP
BDD is based on TDD but can be distinguished by the feature focus manner of testing and through the collaboration between the business, developer and tester roles:
Given…
When…
Then…

34. © Unbound DNA 2014
DevOps
2009 (2007)
Developer centric
Patrick Debois (Michael Nygard)
http://devops.com/
Value Proposition:
A focus on full end to end lifecycle of software as a single group, bridging the gap between development and operations
Hint:
Agile is not a subset of DevOps!

35. © Unbound DNA 2014
Mikado Method
2009
Developer centric
Ola Ellnestam & Daniel Brolund
http://mikadomethod.wordpress.com/
Value Proposition:
Reduce complexity when refactoring

36. © Unbound DNA 2014
Mob Programming
2012
Developer centric
Woody Zuill
http://mobprogramming.org/
Value Proposition:
Better outcomes through teamwork to the extreme
•Group work area
•One computer for programming, all can see
•Driver/navigator
•15 minute rotations
•Team communication ownership

37. © Unbound DNA 2014
Programmer Anarchy
2011
Developer Centric
Fred George
http://www.slideshare.net/ fredgeorge/programmer- anarchy-chinese
Value Proposition: Higher customer value than Agile
Hint:
Developer driven development
•Agile Manifesto & XP Values
•Standups Trust with co location
•Story narratives
•Retrospectives
•Estimates
•Iterations Results, not blame
•Mandatory pairing
•Unit tests, acceptance tests
•Refactoring
•Patterns Small, short lived apps
•Continuous integration Continuous deployment
Customer
Project Manager
Developer
Business Analyst
Quality assurance / test

38. © Unbound DNA 2014
Real Options
2010
Project Management
Olav Maassen Chris Matts
http://www.infoq.com/articles/real-options- enhance-agility
Value Proposition:
Just in time decision making
•Options have value
•Options expire
•Never commit early unless you know why

39. © Unbound DNA 2014
PMI ACP (incl BABOK)
2012
Project Management
PMI IIBA
http://www.pmi.org/Certification/New-PMI-Agile- Certification.aspx
http://www.iiba.org/babok- guide/Agile-Extension-to- the-BABOK-Guide- IIBA.aspx
Value Proposition: PM and BA role recognised Agile certification
PMI ACP Domains:
•Value driven delivery
•Stakeholder engagement
•Boosting team performance practices
•Adaptive planning
•Problem detection and resolution
•Continuous Improvement (product, process, people)
Hint:
PMI’s ACP is based on Scrum, Kanban, Lean, DSDM and XP

40. © Unbound DNA 2014
Servant Leadership
1970
Management
Robert Greenleaf
https://greenleaf.org/
Value Proposition:
Improve team’s engagement by flipping management to be servants
to the team’s needs
•Self-awareness
•Listen, inspire, be authentic, serve & have integrity, humility, selflessness, open-mindedness and empathy
•Change the pyramid
•Develop your colleagues
•Create a safe, positive work environment that fosters innovation and enhances intrinsic motivation
•Coaching and consulting, not controlling or only decision maker
•Unleash the energy & intelligence of others
•Foresight over reaction

41. © Unbound DNA 2014
Management 3.0
2011
Management
Jurgen Appelo
http://www.management30.com/
Value Proposition: There is a better way to manage and lead people
•Energize people
•Empowering teams
•Lead and rule with purpose
•Align constraints
•Develop competence
•Grow structure
•Continuous Improvement

42. © Unbound DNA 2014
Radical Management
2010
Management
Steve Denning
http://www.stevedenning. com/Radical- Management/
Value Proposition: Workplaces for knowledge work that are more productive and more fun
•Delight customers
•Self-organizing teams
•Client-driven iterations
•Delivering value to clients each iteration
•Radical transparency
•Continuous self-improvement
•Interactive communication
Hint:
Scrum reframed to align better with business language

43. © Unbound DNA 2014
Stoos
2012
Management / Movement
http://www.stoosnetwork.org/ 21 meet up in Stoos, Switzerland
https://www.linkedin.com/groups?home=&gid=4243114
Value Proposition:
A better way to lead in organisations
•Delight customers
•Empowered fellows
•Synergistic thinking

44. © Unbound DNA 2014
Holocracy
2006
Management
Brian Robertson
http://holacracy.org/
Value Proposition:
Work focused, autonomous organisations through roles aligned to how things really work
Principles:
•No work titles, only energizing roles
•Clear circle purpose and accountabilities
•Everyone is a stakeholder, able to invest themselves in the way they are personally most efficient
•Group ownership of work flow
Hint:
Radically changes org structure, how decisions are made, how power is distributed

45. © Unbound DNA 2014
Vanguard Method
(1985)
Management
John Seddon
https://www.vanguard- method.com/
Value Proposition:
Helps service organisation change from a conventional command and control design to a systems design for improved performance and moral
Hint:
Combination of systems and intervention thinking. Originator of “failure demand”

46. © Unbound DNA 2014
Rightshifting
2008
Management / Movement
Bob Marshall
http://flowchainsensei.wordpress.com/rightshifting/
Value Proposition:
Improve the effectiveness of knowledge work businesses
Hint:
Use Agile and edgy Agile strategies to shift your organisational effectiveness to the right!

47. © Unbound DNA 2014
Spiral Dynamics
1996
Edgy
Don Beck & Chris Cowan
http://spiraldynamics.org/
Value Proposition:
Transform individuals, teams and organisations based upon their colour through the model rather than a scattergun approach.
Hint: Connected to memenomics, it is a human behaviour evaluating process

48. © Unbound DNA 2014
Beyond Budgeting
2009
Edgy
Bjarte Bogsnes
http://www.bbrt.org/
Value Proposition:
Go beyond traditional management to create empowered teams with the right measures and financial controls to excel
•Customers – focus everyone on improving customer outcomes, not on hierarchical relationships
•Teams – organize around a seamless network of accountable teams; not centralised functions
•Responsibility – enable everyone to act & think like a leader, not merely follow the plan
•Values – govern through a few clear values, goals & boundaries, not detailed rules & regulations
•Transparency – make information open & transparent, don’t restrict & control it
•Autonomy – give teams the freedom & capability to act, don’t micro-manage them
•Goals – set relative goals for continuous improvement, do not negotiate fixed performance contracts
•Rewards – reward shared success based on relative performance, not on meeting fixed targets
•Planning – Make planning a continuous and inclusive process, not a top-down annual event
•Coordination – coordinate interactions dynamically, not through annual planning cycles
•Resources – make resources available when needed, not through annual budget allocations
•Controls – base controls on relative indicators & trends, not on variances against plan

49. © Unbound DNA 2014
Non Violent Communication
1960s
Edgy
Marshall Rosenberg
http://www.nvcaustralia. com/
Observation
Feeling
Need
Request
Our conflicts arise not because we have different needs but because we have different strategies for how to meet them.
“
“
Value Proposition:
Creating deep connections with a co- understanding of needs will result in significant productivity gains.

50. © Unbound DNA 2014
Drive
2009
Edgy
Dan Pink
Youtube > RSA Animate Drive
•9 strategies for awakening motivation
•9 ways to improve your company/office/group
•3 ways to pay people right
Value Proposition:
Motivated individuals

51. © Unbound DNA 2014
Systems Thinking
1940 (1990)
Edgy
Ludwig von Bertalanffy (Peter Senge)
http://www.systems- thinking.org/
Value Proposition:
By understanding how things influence one another within the whole, the right outcomes can be achieved

52. © Unbound DNA 2014
Theory of Contraints
1984
Edgy
Eli Goldratt
http://www.goldratt.com/
Value Proposition: Identify the constraint and restructure the rest of the organisation around it
Hint:
A chain is no stronger than it’s weakest link
Process:
1.Identify the system’s constraints
2.Decide how to exploit the system’s constraints
3.Subordinate everything else to the above decisions
4.Elevate the system’s constraints
5.If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system’s constraint

53. © Unbound DNA 2014
Cynefin
1999
Edgy
Dave Snowden
http://cognitive-edge.com/
Value Proposition: Tailor your approach to the complexity of the problem

54. © Unbound DNA 2014
Innovation Games
Edgy
Luke Hohmann Dan O’Leary
http://www.innovationgames.com/ http://www.gamestorming.com/
http://tastycupcakes.org/
Value Proposition:
Put ideas into actions through games

55. Want more?
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