SlideShare a Scribd company logo
1 of 35
You keep using the word agile
I DO NOT THINK IT MEANS WHAT YOU THINK IT MEANS
@NathanGloyn
Quick poll
Who’s “doing”
agile?
silhouettes human group by Gerd Altmann used under CC 0
What most people think is agile
Work in 2 week iterations
User Stories
Story points/Planning Poker
Backlog of items
Meetings
Board with post it notes or Jira
You’re telling
me this isn’t
agile?
If You're Not Confused by Brian Talbot used under CC BY
Why isn’t this agile?
Cargo Cult
Why isn’t this agile?
Focus on completing the tasks/stories
Software is not deployable
KPI’s based on tasks/stories
Team not self organising
Meetings do not add value
How did we get here?
1995 - 2000
2001 - 2008
2008 - 2012 2012 - today
How did we get here?
The problem delivering a product is the
development process
How did we get here?
It will be cheaper
How did we get here?
Software will be “delivered” more frequently
How did we get here?
Able to change requirements right up to the last
minute with no problems
How did we get here?
Want a “named” method with process &
practices
How did we get here?
Certification implies knowledge
Stand back….
I’m certified!
Derivative of Superhero Rob by Rob Cottingham used under CC
BY
Where it goes wrong
Mistaking practice for result
Just renaming existing processes/roles
Misunderstood/missed the point behind of a
practice
Not interested in agile outside of the
development process
Agile isn’t the right process
The result
an unwitting victim...bwahahhahahaa by Bark used under CC BYSelf Portrait As A Stressed-Out Bride To Be by Brittney Bush Bollay
used under CC BY
What have I done!? by Miguel Angel used under CC BY
So what
is agile?
Self-Portrait E by Steve Snodgrass used under CC BY
Agile Manifesto
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.
Principles behind agile manifesto
Highest priority is customer satisfaction through early and
continuous delivery of valuable software
Welcome changing requirements, even late in development,
to harness change for customers competitive advantage
Deliver working software frequently with a preference to
the shorter timescale
Business people & developers to work together daily
Principles behind agile manifesto
Build projects around motivated individuals, giving them
environment & support they need, and trust them to get
the job done
Most efficient way of conveying information is face-to-face
conversation
Working software is the primary measure of progress
Promote sustainable development. Sponsors, developers &
users should be able to maintain constant pace indefinitely
Principles behind agile manifesto
Continuous attention to technical excellence & good design
Simplicity – art of maximising work not done – is essential
Best architectures, requirements & designs emerge from
self-organising teams
Team should meet at regular intervals to reflect on how to
improve
Why would you want to use agile?
Communication
Transparency
Trust
Collaboration
Delivering value to the business
What is
value?
Today I bring value to the world by Kimberly King used under CC BY
What is “value”?
Value likely to be specific to your
team/business/organisation
Determine what your value (or values)
Work out how to measure it
Use your “value” to help with decision making
around work to be done
Agile isn’t…
Completing tasks
User stories, Story points & planning poker
Meetings
Working through Product Owner “to-do” list
Following an Agile methodology
Agile is…
Working software
Focused on vision & goals
Feedback loops
Delivering value
People from across the business/organisation all
work together
Its not a
set of
rules
"Rules and Regulations...Threshing Committee of the U.S. Food Administration for Knox Co." by Unknown or not provided used under CC BY
Technical practices
Unit testingRefactoring
YAGNI
Pair Programming
Continuous Integration
Version control
ATDD
BDD
TDD
Refactoring
Collective ownership
Continuous Deployment
Iterative development
Mob programming
Product practices
User Stories
Product backlog
Product canvas
Value stream mappingCustomer on site
Personas
Vision & Goals
MVP
Product Roadmap
MoSCoW
Project practices
Story Points
flow
Story mapping
No Estimates
Definition of done
Impact Mapping
options
Visual work tracking
Restrict WIP
Classes of work
Kaizen
Retrospectives
Eliminate waste
Pull based
Risk Storming
Release Train
cynefin
The difference
Working software is the priority
Focused on goals for the project/product
Looking to add value
Everyone involved collaborates around the work
How to “reclaim” agile?
Nothing wrong with starting with a methodology
You do not have to “follow the rules”
The wider business becoming involved
Become involved with the wider business
Evolve
What does evolution look like?
Variety of practices from methodologies
Pick the practices that work
Focus on vision/goal for project
Keep delivering working software
Keep collaborating
What to take away
Always focus on delivering working software
Make whatever process you have transparent
Communication & Collaboration is key
Don’t be bound by “the rules”
Evolve to help you deliver value
Questions?
@NathanGloyn
www.designcoderelease.blogspot.com

More Related Content

What's hot

Agile 101 Agile Essentials In The Scrum Framework
Agile 101 Agile Essentials In The Scrum FrameworkAgile 101 Agile Essentials In The Scrum Framework
Agile 101 Agile Essentials In The Scrum FrameworkVernon Stinebaker
 
Changing the way we change – leveraging a combination of Lean, Design, and S...
 Changing the way we change – leveraging a combination of Lean, Design, and S... Changing the way we change – leveraging a combination of Lean, Design, and S...
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
 
Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021Wolfgang Hilpert
 
The complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumThe complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumAgile ME
 
Is a Business Analyst required on an agile team?
Is a Business Analyst required on an agile team?Is a Business Analyst required on an agile team?
Is a Business Analyst required on an agile team?IIBA UK Chapter
 
Heart of Agile: What is Agile?
Heart of Agile: What is Agile?Heart of Agile: What is Agile?
Heart of Agile: What is Agile?Agile Tour Beirut
 
Introduction to Agile for Managers
Introduction to Agile for ManagersIntroduction to Agile for Managers
Introduction to Agile for ManagersRobert Dempsey
 
Agile Manifesto and Principles
Agile Manifesto and PrinciplesAgile Manifesto and Principles
Agile Manifesto and PrinciplesAryan Rajbhandari
 
Managing Scaled Agile at Rosetta Stone
Managing Scaled Agile at Rosetta StoneManaging Scaled Agile at Rosetta Stone
Managing Scaled Agile at Rosetta StoneAtlassian
 
Ray Windless Working Overview Oct 10
Ray Windless Working Overview Oct 10Ray Windless Working Overview Oct 10
Ray Windless Working Overview Oct 10eventwithme
 
Backlog Blunders
Backlog BlundersBacklog Blunders
Backlog BlundersJoe Combs
 
Introduction to Agile Project Management - Scrum 101
Introduction to Agile Project Management - Scrum 101Introduction to Agile Project Management - Scrum 101
Introduction to Agile Project Management - Scrum 101Marge Tam, PMP, CSM, A-CSM
 
The Power of an Agile BA
The Power of an Agile BAThe Power of an Agile BA
The Power of an Agile BAIIBA UK Chapter
 
A Modern Take on the Agile Manifesto
A Modern Take on the Agile ManifestoA Modern Take on the Agile Manifesto
A Modern Take on the Agile ManifestoJama Software
 
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...Agile ME
 
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...Matthew Philip
 
高效溝通 - 揭開促進團隊效能的密碼 | Percy
高效溝通 - 揭開促進團隊效能的密碼 | Percy高效溝通 - 揭開促進團隊效能的密碼 | Percy
高效溝通 - 揭開促進團隊效能的密碼 | PercyAgileTour@TW
 

What's hot (20)

Agile 101 Agile Essentials In The Scrum Framework
Agile 101 Agile Essentials In The Scrum FrameworkAgile 101 Agile Essentials In The Scrum Framework
Agile 101 Agile Essentials In The Scrum Framework
 
The Agile BA
The Agile BAThe Agile BA
The Agile BA
 
Changing the way we change – leveraging a combination of Lean, Design, and S...
 Changing the way we change – leveraging a combination of Lean, Design, and S... Changing the way we change – leveraging a combination of Lean, Design, and S...
Changing the way we change – leveraging a combination of Lean, Design, and S...
 
Agile Pushback
Agile PushbackAgile Pushback
Agile Pushback
 
Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021
 
The complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van BennekumThe complexity in the simplicity of Agile? by Arie van Bennekum
The complexity in the simplicity of Agile? by Arie van Bennekum
 
Is a Business Analyst required on an agile team?
Is a Business Analyst required on an agile team?Is a Business Analyst required on an agile team?
Is a Business Analyst required on an agile team?
 
Heart of Agile: What is Agile?
Heart of Agile: What is Agile?Heart of Agile: What is Agile?
Heart of Agile: What is Agile?
 
Introduction to Agile for Managers
Introduction to Agile for ManagersIntroduction to Agile for Managers
Introduction to Agile for Managers
 
Agile Manifesto and Principles
Agile Manifesto and PrinciplesAgile Manifesto and Principles
Agile Manifesto and Principles
 
Managing Scaled Agile at Rosetta Stone
Managing Scaled Agile at Rosetta StoneManaging Scaled Agile at Rosetta Stone
Managing Scaled Agile at Rosetta Stone
 
Ray Windless Working Overview Oct 10
Ray Windless Working Overview Oct 10Ray Windless Working Overview Oct 10
Ray Windless Working Overview Oct 10
 
Backlog Blunders
Backlog BlundersBacklog Blunders
Backlog Blunders
 
Introduction to Agile Project Management - Scrum 101
Introduction to Agile Project Management - Scrum 101Introduction to Agile Project Management - Scrum 101
Introduction to Agile Project Management - Scrum 101
 
The Power of an Agile BA
The Power of an Agile BAThe Power of an Agile BA
The Power of an Agile BA
 
A Modern Take on the Agile Manifesto
A Modern Take on the Agile ManifestoA Modern Take on the Agile Manifesto
A Modern Take on the Agile Manifesto
 
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...
 
Richard Powell CV
Richard Powell CVRichard Powell CV
Richard Powell CV
 
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...
The Service-Delivery Review: The Missing Agile Feedback Loop [Lean and Agile ...
 
高效溝通 - 揭開促進團隊效能的密碼 | Percy
高效溝通 - 揭開促進團隊效能的密碼 | Percy高效溝通 - 揭開促進團隊效能的密碼 | Percy
高效溝通 - 揭開促進團隊效能的密碼 | Percy
 

Similar to You keep using the word agile, i do not think it means what you think it means

Baby Steps To Agility
Baby Steps To AgilityBaby Steps To Agility
Baby Steps To AgilityNaresh Jain
 
Why don't small companies do big a agile?
Why don't small companies do big a agile?Why don't small companies do big a agile?
Why don't small companies do big a agile?activelylazy
 
Agile Development at W3i
Agile Development at W3iAgile Development at W3i
Agile Development at W3iJeff Bollinger
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Enthiosys Inc
 
Why Agile? Why Now? IPMA Forum 2009
Why Agile? Why Now?   IPMA Forum 2009Why Agile? Why Now?   IPMA Forum 2009
Why Agile? Why Now? IPMA Forum 2009skipangel
 
Cross Functional Teams: Looking Beyond Development
Cross Functional Teams: Looking Beyond DevelopmentCross Functional Teams: Looking Beyond Development
Cross Functional Teams: Looking Beyond DevelopmentScott Gilbert
 
Finding The Agile Sweet Spot
Finding The Agile Sweet SpotFinding The Agile Sweet Spot
Finding The Agile Sweet SpotCharles Husemann
 
Mark Foley Agile Methods And The Business Analystc
Mark Foley   Agile Methods And The Business AnalystcMark Foley   Agile Methods And The Business Analystc
Mark Foley Agile Methods And The Business AnalystcMia Horrigan
 
Agile intro resources
Agile intro resourcesAgile intro resources
Agile intro resourcesAnwar Sadat
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
 
Intro to Agile and Lean Software Development
Intro to Agile and Lean Software DevelopmentIntro to Agile and Lean Software Development
Intro to Agile and Lean Software DevelopmentAleksejs Truhans
 
Agile For Harel 4 08 V1
Agile For Harel 4 08 V1Agile For Harel 4 08 V1
Agile For Harel 4 08 V1Pini Cohen
 
Budgeting in the Era of Agile
Budgeting in the Era of AgileBudgeting in the Era of Agile
Budgeting in the Era of AgileGerrit Beine
 
Agile Lessons Learned From the Trenches
Agile Lessons Learned From the TrenchesAgile Lessons Learned From the Trenches
Agile Lessons Learned From the TrenchesBrendan Flynn
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software DevelopmentAvidan Hetzroni
 
Agile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsAgile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsCelerity
 
How to Disrupt Digital Product Cultures by LearnVest VP of Product
How to Disrupt Digital Product Cultures by LearnVest VP of ProductHow to Disrupt Digital Product Cultures by LearnVest VP of Product
How to Disrupt Digital Product Cultures by LearnVest VP of ProductProduct School
 

Similar to You keep using the word agile, i do not think it means what you think it means (20)

Baby Steps To Agility
Baby Steps To AgilityBaby Steps To Agility
Baby Steps To Agility
 
Why don't small companies do big a agile?
Why don't small companies do big a agile?Why don't small companies do big a agile?
Why don't small companies do big a agile?
 
Agile Development at W3i
Agile Development at W3iAgile Development at W3i
Agile Development at W3i
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
 
Why Agile? Why Now? IPMA Forum 2009
Why Agile? Why Now?   IPMA Forum 2009Why Agile? Why Now?   IPMA Forum 2009
Why Agile? Why Now? IPMA Forum 2009
 
Cross Functional Teams: Looking Beyond Development
Cross Functional Teams: Looking Beyond DevelopmentCross Functional Teams: Looking Beyond Development
Cross Functional Teams: Looking Beyond Development
 
Finding The Agile Sweet Spot
Finding The Agile Sweet SpotFinding The Agile Sweet Spot
Finding The Agile Sweet Spot
 
Mark Foley Agile Methods And The Business Analystc
Mark Foley   Agile Methods And The Business AnalystcMark Foley   Agile Methods And The Business Analystc
Mark Foley Agile Methods And The Business Analystc
 
Agile intro resources
Agile intro resourcesAgile intro resources
Agile intro resources
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
 
Starting with Agile
Starting with AgileStarting with Agile
Starting with Agile
 
Intro to Agile and Lean Software Development
Intro to Agile and Lean Software DevelopmentIntro to Agile and Lean Software Development
Intro to Agile and Lean Software Development
 
Agile For Harel 4 08 V1
Agile For Harel 4 08 V1Agile For Harel 4 08 V1
Agile For Harel 4 08 V1
 
Budgeting in the Era of Agile
Budgeting in the Era of AgileBudgeting in the Era of Agile
Budgeting in the Era of Agile
 
Agile Lessons Learned From the Trenches
Agile Lessons Learned From the TrenchesAgile Lessons Learned From the Trenches
Agile Lessons Learned From the Trenches
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Development
 
Spa2010 uSwitch
Spa2010 uSwitchSpa2010 uSwitch
Spa2010 uSwitch
 
Agile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsAgile Development in Highly Regulated Organizations
Agile Development in Highly Regulated Organizations
 
How to Disrupt Digital Product Cultures by LearnVest VP of Product
How to Disrupt Digital Product Cultures by LearnVest VP of ProductHow to Disrupt Digital Product Cultures by LearnVest VP of Product
How to Disrupt Digital Product Cultures by LearnVest VP of Product
 

More from Nathan Gloyn

Microservices - What I've learned after a year building systems
Microservices - What I've learned after a year building systemsMicroservices - What I've learned after a year building systems
Microservices - What I've learned after a year building systemsNathan Gloyn
 
Selenium ui paradigm - DDD North 2
Selenium ui paradigm - DDD North 2Selenium ui paradigm - DDD North 2
Selenium ui paradigm - DDD North 2Nathan Gloyn
 
Inversion of control containers vs handrolled how they compare
Inversion of control containers vs handrolled   how they compareInversion of control containers vs handrolled   how they compare
Inversion of control containers vs handrolled how they compareNathan Gloyn
 
Is your code solid
Is your code solidIs your code solid
Is your code solidNathan Gloyn
 
DDD North - Kanban what is it and how can it help
DDD North - Kanban what is it and how can it helpDDD North - Kanban what is it and how can it help
DDD North - Kanban what is it and how can it helpNathan Gloyn
 
You think you know agile
You think you know agileYou think you know agile
You think you know agileNathan Gloyn
 

More from Nathan Gloyn (7)

Microservices - What I've learned after a year building systems
Microservices - What I've learned after a year building systemsMicroservices - What I've learned after a year building systems
Microservices - What I've learned after a year building systems
 
No backend
No backendNo backend
No backend
 
Selenium ui paradigm - DDD North 2
Selenium ui paradigm - DDD North 2Selenium ui paradigm - DDD North 2
Selenium ui paradigm - DDD North 2
 
Inversion of control containers vs handrolled how they compare
Inversion of control containers vs handrolled   how they compareInversion of control containers vs handrolled   how they compare
Inversion of control containers vs handrolled how they compare
 
Is your code solid
Is your code solidIs your code solid
Is your code solid
 
DDD North - Kanban what is it and how can it help
DDD North - Kanban what is it and how can it helpDDD North - Kanban what is it and how can it help
DDD North - Kanban what is it and how can it help
 
You think you know agile
You think you know agileYou think you know agile
You think you know agile
 

Recently uploaded

VK Business Profile - provides IT solutions and Web Development
VK Business Profile - provides IT solutions and Web DevelopmentVK Business Profile - provides IT solutions and Web Development
VK Business Profile - provides IT solutions and Web Developmentvyaparkranti
 
Cloud Data Center Network Construction - IEEE
Cloud Data Center Network Construction - IEEECloud Data Center Network Construction - IEEE
Cloud Data Center Network Construction - IEEEVICTOR MAESTRE RAMIREZ
 
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdf
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdfGOING AOT WITH GRAALVM – DEVOXX GREECE.pdf
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdfAlina Yurenko
 
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte Germany
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte GermanySuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte Germany
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte GermanyChristoph Pohl
 
Comparing Linux OS Image Update Models - EOSS 2024.pdf
Comparing Linux OS Image Update Models - EOSS 2024.pdfComparing Linux OS Image Update Models - EOSS 2024.pdf
Comparing Linux OS Image Update Models - EOSS 2024.pdfDrew Moseley
 
Large Language Models for Test Case Evolution and Repair
Large Language Models for Test Case Evolution and RepairLarge Language Models for Test Case Evolution and Repair
Large Language Models for Test Case Evolution and RepairLionel Briand
 
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptx
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptxReal-time Tracking and Monitoring with Cargo Cloud Solutions.pptx
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptxRTS corp
 
SpotFlow: Tracking Method Calls and States at Runtime
SpotFlow: Tracking Method Calls and States at RuntimeSpotFlow: Tracking Method Calls and States at Runtime
SpotFlow: Tracking Method Calls and States at Runtimeandrehoraa
 
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024StefanoLambiase
 
Unveiling the Future: Sylius 2.0 New Features
Unveiling the Future: Sylius 2.0 New FeaturesUnveiling the Future: Sylius 2.0 New Features
Unveiling the Future: Sylius 2.0 New FeaturesŁukasz Chruściel
 
SensoDat: Simulation-based Sensor Dataset of Self-driving Cars
SensoDat: Simulation-based Sensor Dataset of Self-driving CarsSensoDat: Simulation-based Sensor Dataset of Self-driving Cars
SensoDat: Simulation-based Sensor Dataset of Self-driving CarsChristian Birchler
 
Post Quantum Cryptography – The Impact on Identity
Post Quantum Cryptography – The Impact on IdentityPost Quantum Cryptography – The Impact on Identity
Post Quantum Cryptography – The Impact on Identityteam-WIBU
 
Sending Calendar Invites on SES and Calendarsnack.pdf
Sending Calendar Invites on SES and Calendarsnack.pdfSending Calendar Invites on SES and Calendarsnack.pdf
Sending Calendar Invites on SES and Calendarsnack.pdf31events.com
 
Balasore Best It Company|| Top 10 IT Company || Balasore Software company Odisha
Balasore Best It Company|| Top 10 IT Company || Balasore Software company OdishaBalasore Best It Company|| Top 10 IT Company || Balasore Software company Odisha
Balasore Best It Company|| Top 10 IT Company || Balasore Software company Odishasmiwainfosol
 
Precise and Complete Requirements? An Elusive Goal
Precise and Complete Requirements? An Elusive GoalPrecise and Complete Requirements? An Elusive Goal
Precise and Complete Requirements? An Elusive GoalLionel Briand
 
Powering Real-Time Decisions with Continuous Data Streams
Powering Real-Time Decisions with Continuous Data StreamsPowering Real-Time Decisions with Continuous Data Streams
Powering Real-Time Decisions with Continuous Data StreamsSafe Software
 
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)jennyeacort
 
Understanding Flamingo - DeepMind's VLM Architecture
Understanding Flamingo - DeepMind's VLM ArchitectureUnderstanding Flamingo - DeepMind's VLM Architecture
Understanding Flamingo - DeepMind's VLM Architecturerahul_net
 
Introduction Computer Science - Software Design.pdf
Introduction Computer Science - Software Design.pdfIntroduction Computer Science - Software Design.pdf
Introduction Computer Science - Software Design.pdfFerryKemperman
 
Odoo 14 - eLearning Module In Odoo 14 Enterprise
Odoo 14 - eLearning Module In Odoo 14 EnterpriseOdoo 14 - eLearning Module In Odoo 14 Enterprise
Odoo 14 - eLearning Module In Odoo 14 Enterprisepreethippts
 

Recently uploaded (20)

VK Business Profile - provides IT solutions and Web Development
VK Business Profile - provides IT solutions and Web DevelopmentVK Business Profile - provides IT solutions and Web Development
VK Business Profile - provides IT solutions and Web Development
 
Cloud Data Center Network Construction - IEEE
Cloud Data Center Network Construction - IEEECloud Data Center Network Construction - IEEE
Cloud Data Center Network Construction - IEEE
 
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdf
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdfGOING AOT WITH GRAALVM – DEVOXX GREECE.pdf
GOING AOT WITH GRAALVM – DEVOXX GREECE.pdf
 
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte Germany
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte GermanySuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte Germany
SuccessFactors 1H 2024 Release - Sneak-Peek by Deloitte Germany
 
Comparing Linux OS Image Update Models - EOSS 2024.pdf
Comparing Linux OS Image Update Models - EOSS 2024.pdfComparing Linux OS Image Update Models - EOSS 2024.pdf
Comparing Linux OS Image Update Models - EOSS 2024.pdf
 
Large Language Models for Test Case Evolution and Repair
Large Language Models for Test Case Evolution and RepairLarge Language Models for Test Case Evolution and Repair
Large Language Models for Test Case Evolution and Repair
 
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptx
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptxReal-time Tracking and Monitoring with Cargo Cloud Solutions.pptx
Real-time Tracking and Monitoring with Cargo Cloud Solutions.pptx
 
SpotFlow: Tracking Method Calls and States at Runtime
SpotFlow: Tracking Method Calls and States at RuntimeSpotFlow: Tracking Method Calls and States at Runtime
SpotFlow: Tracking Method Calls and States at Runtime
 
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
 
Unveiling the Future: Sylius 2.0 New Features
Unveiling the Future: Sylius 2.0 New FeaturesUnveiling the Future: Sylius 2.0 New Features
Unveiling the Future: Sylius 2.0 New Features
 
SensoDat: Simulation-based Sensor Dataset of Self-driving Cars
SensoDat: Simulation-based Sensor Dataset of Self-driving CarsSensoDat: Simulation-based Sensor Dataset of Self-driving Cars
SensoDat: Simulation-based Sensor Dataset of Self-driving Cars
 
Post Quantum Cryptography – The Impact on Identity
Post Quantum Cryptography – The Impact on IdentityPost Quantum Cryptography – The Impact on Identity
Post Quantum Cryptography – The Impact on Identity
 
Sending Calendar Invites on SES and Calendarsnack.pdf
Sending Calendar Invites on SES and Calendarsnack.pdfSending Calendar Invites on SES and Calendarsnack.pdf
Sending Calendar Invites on SES and Calendarsnack.pdf
 
Balasore Best It Company|| Top 10 IT Company || Balasore Software company Odisha
Balasore Best It Company|| Top 10 IT Company || Balasore Software company OdishaBalasore Best It Company|| Top 10 IT Company || Balasore Software company Odisha
Balasore Best It Company|| Top 10 IT Company || Balasore Software company Odisha
 
Precise and Complete Requirements? An Elusive Goal
Precise and Complete Requirements? An Elusive GoalPrecise and Complete Requirements? An Elusive Goal
Precise and Complete Requirements? An Elusive Goal
 
Powering Real-Time Decisions with Continuous Data Streams
Powering Real-Time Decisions with Continuous Data StreamsPowering Real-Time Decisions with Continuous Data Streams
Powering Real-Time Decisions with Continuous Data Streams
 
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)
Call Us🔝>༒+91-9711147426⇛Call In girls karol bagh (Delhi)
 
Understanding Flamingo - DeepMind's VLM Architecture
Understanding Flamingo - DeepMind's VLM ArchitectureUnderstanding Flamingo - DeepMind's VLM Architecture
Understanding Flamingo - DeepMind's VLM Architecture
 
Introduction Computer Science - Software Design.pdf
Introduction Computer Science - Software Design.pdfIntroduction Computer Science - Software Design.pdf
Introduction Computer Science - Software Design.pdf
 
Odoo 14 - eLearning Module In Odoo 14 Enterprise
Odoo 14 - eLearning Module In Odoo 14 EnterpriseOdoo 14 - eLearning Module In Odoo 14 Enterprise
Odoo 14 - eLearning Module In Odoo 14 Enterprise
 

You keep using the word agile, i do not think it means what you think it means

  • 1. You keep using the word agile I DO NOT THINK IT MEANS WHAT YOU THINK IT MEANS @NathanGloyn
  • 2. Quick poll Who’s “doing” agile? silhouettes human group by Gerd Altmann used under CC 0
  • 3. What most people think is agile Work in 2 week iterations User Stories Story points/Planning Poker Backlog of items Meetings Board with post it notes or Jira
  • 4. You’re telling me this isn’t agile? If You're Not Confused by Brian Talbot used under CC BY
  • 5. Why isn’t this agile? Cargo Cult
  • 6. Why isn’t this agile? Focus on completing the tasks/stories Software is not deployable KPI’s based on tasks/stories Team not self organising Meetings do not add value
  • 7. How did we get here? 1995 - 2000 2001 - 2008 2008 - 2012 2012 - today
  • 8. How did we get here? The problem delivering a product is the development process
  • 9. How did we get here? It will be cheaper
  • 10. How did we get here? Software will be “delivered” more frequently
  • 11. How did we get here? Able to change requirements right up to the last minute with no problems
  • 12. How did we get here? Want a “named” method with process & practices
  • 13. How did we get here? Certification implies knowledge
  • 14. Stand back…. I’m certified! Derivative of Superhero Rob by Rob Cottingham used under CC BY
  • 15. Where it goes wrong Mistaking practice for result Just renaming existing processes/roles Misunderstood/missed the point behind of a practice Not interested in agile outside of the development process Agile isn’t the right process
  • 16. The result an unwitting victim...bwahahhahahaa by Bark used under CC BYSelf Portrait As A Stressed-Out Bride To Be by Brittney Bush Bollay used under CC BY What have I done!? by Miguel Angel used under CC BY
  • 17. So what is agile? Self-Portrait E by Steve Snodgrass used under CC BY
  • 18. Agile Manifesto 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.
  • 19. Principles behind agile manifesto Highest priority is customer satisfaction through early and continuous delivery of valuable software Welcome changing requirements, even late in development, to harness change for customers competitive advantage Deliver working software frequently with a preference to the shorter timescale Business people & developers to work together daily
  • 20. Principles behind agile manifesto Build projects around motivated individuals, giving them environment & support they need, and trust them to get the job done Most efficient way of conveying information is face-to-face conversation Working software is the primary measure of progress Promote sustainable development. Sponsors, developers & users should be able to maintain constant pace indefinitely
  • 21. Principles behind agile manifesto Continuous attention to technical excellence & good design Simplicity – art of maximising work not done – is essential Best architectures, requirements & designs emerge from self-organising teams Team should meet at regular intervals to reflect on how to improve
  • 22. Why would you want to use agile? Communication Transparency Trust Collaboration Delivering value to the business
  • 23. What is value? Today I bring value to the world by Kimberly King used under CC BY
  • 24. What is “value”? Value likely to be specific to your team/business/organisation Determine what your value (or values) Work out how to measure it Use your “value” to help with decision making around work to be done
  • 25. Agile isn’t… Completing tasks User stories, Story points & planning poker Meetings Working through Product Owner “to-do” list Following an Agile methodology
  • 26. Agile is… Working software Focused on vision & goals Feedback loops Delivering value People from across the business/organisation all work together
  • 27. Its not a set of rules "Rules and Regulations...Threshing Committee of the U.S. Food Administration for Knox Co." by Unknown or not provided used under CC BY
  • 28. Technical practices Unit testingRefactoring YAGNI Pair Programming Continuous Integration Version control ATDD BDD TDD Refactoring Collective ownership Continuous Deployment Iterative development Mob programming
  • 29. Product practices User Stories Product backlog Product canvas Value stream mappingCustomer on site Personas Vision & Goals MVP Product Roadmap MoSCoW
  • 30. Project practices Story Points flow Story mapping No Estimates Definition of done Impact Mapping options Visual work tracking Restrict WIP Classes of work Kaizen Retrospectives Eliminate waste Pull based Risk Storming Release Train cynefin
  • 31. The difference Working software is the priority Focused on goals for the project/product Looking to add value Everyone involved collaborates around the work
  • 32. How to “reclaim” agile? Nothing wrong with starting with a methodology You do not have to “follow the rules” The wider business becoming involved Become involved with the wider business Evolve
  • 33. What does evolution look like? Variety of practices from methodologies Pick the practices that work Focus on vision/goal for project Keep delivering working software Keep collaborating
  • 34. What to take away Always focus on delivering working software Make whatever process you have transparent Communication & Collaboration is key Don’t be bound by “the rules” Evolve to help you deliver value

Editor's Notes

  1. Of the people who are agile check how many are doing Scrum, XP, Kanban, something else
  2. Mistaken belief that all they need to do is to implement practices from a chosen methodology and they’ll get all the rewards that they hear about on the internet Keep all their existing ways of working, just rename them and add on parts that they weren’t already doing People have read up on the practices and might well start off trying to follow them but often fall by the wayside and implement what they think it should
  3. Working software is the only concrete thing in the left side, all the other items on the left of the manifesto are about ideas & principles
  4. Customer satisfaction with software delivered is key Understanding that requirements change should influence how we build the software Focus on delivering working software and the more frequently it can be delivered the better Business people need to be working with the developers/testers so can answer questions, provide additional information, confirm work complete, etc
  5. Give the team what they need then get out of their way and let them get on with developing the software – no micro-management Studies have shown that there is a spectrum for most efficient way to convey information with face-to-face being the best way to do so Again stressing that working software is the thing that is the measure of progress, not the number of tasks/user stories completed Sustainable development is key, should be able to guarantee software will be delivered all the time
  6. Focus on technical excellence – reduce bugs & design to enable change No gold plating, only doing what is needed (YAGNI) The team building the software should be the ones who are driving gathering requirements, designing the software, technical standards, etc goes back to trust the team Meet regularly to improve, not necessarily to a timetable but when e
  7. “As a … I want … so that ….” has become a common way to express requirements, the idea being that it is quick to create and therefore easy to work with Unfortunately a lot of people take the user story at face value and don’t understand what is involved in creating a good user story and all the supporting information required to make them useful, let alone the whole idea of using them as a starting point for a conversation about what is actually needed. A lot of teams believe, sincerely, that they are following an agile methodology but practising a methodology doesn’t make you agile Even though the team follows all the rules of their chosen methodology, ensuring that they are doing what is proscribed in whatever book or course they’ve read/attended, when looked at closely they aren’t actually agile People frequently associate agile with meetings, more specifically people tend to associate SCRUM with meetings The meetings are supposed to be scheduled points in time for the team to get together for specific reasons but often these meetings are hijacked and the reason for them is subverted
  8. Technical practices – TDD, Pair programming, YAGNI, continuous integration/delivery/deployment Product practices – user stories, product backlog, value stream mapping, Project practices – flow, restrict WIP, no estimates, definition of done, information radiators, options
  9. The idea of Shu-Ha-Ri is often put forward in relation to agile (most frequently SCRUM) but then people become unhappy if you didn’t “follow the rules” of scrum, you were considered to be doing scrum-but the zealots declared you weren’t doing it “right” if you didn’t follow the rules. As a minimum if the business understands what involved with working in an agile manner then it can become easier to handle things like resource allocation, work prioritization. If a business fully grasps working in an agile way then looking at techniques such as “value stream mapping” can help them understand everything that is involved in creation of the software and can identify problems that are outside of development & test