Back to the roots of agility
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This document provides a brief history of software development methodologies, from waterfall in the 1950s to the rise of agile methods starting in the 1990s. It discusses early agile frameworks like eXtreme Programming, Adaptive Programming, and Crystal Clear. It then outlines some key principles of agile development like valuing individuals, working software, customer collaboration, and response to change. Finally, it advocates for letting people and culture define processes rather than adopting predefined roles, empowering teams, using data to make decisions, and prioritizing adaptability.
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Back to the roots of agility
- 1. Back to the Roots Andrei Toderean Dascalu Firefly Development, Qubiz
- 3. 3 Who is this guy? What are we talking about ? Ok, but … why? What’s in it for me?
- 4. 4 A little (more) history Software engineering - how to do it? Manufacturing? Construction?
- 5. 5 A little (more) history 1956 - Waterfall, the sequential approach
- 6. 6 A little (more) history
- 7. 7 A little (more) history The “Dark Age” of software development ‘90s
- 8. 8 A little (more) history
- 9. 9 A little (more) history
- 10. 10 A little (more) history 1991 - James Martin’s RAD
- 11. 11 A shift began .... Kent Beck / Ron Jeffries: eXtreme Programming James Highsmith: Adaptive Programming Alistair Cockburn: Crystal Clear suite
- 12. 12 Adaptive Programming By Jim Highsmith and Sam Bayer - 1999 Speculate Collaborate Learn
- 13. 13 eXtreme Programming Kent Beck - Extreme Programming Explained (1999) communication simplicity feedback courage respect
- 14. 14 Crystal Clear Alistair Cockburn - cca 1996 frequent delivery constant feedback continuous improvement direct communication
- 15. The Age of Agile Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
- 16. Outcome - the ugly Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust Scrum: The Art of Doing Twice the Work in Half the Time
- 19. Outcome - the good Principles shaping mentality Scrum - 2001 Kanban - 2004 Software that revolve around the idea of change Empowerment Empiricism
- 20. Make Agile great again! The essence 0. Define a goal 1. Look where you are with respect to the goal 2. Take a step towards the goal 3. Evaluate your position & adjust 4. Repeat
- 21. Make Agile great again! ● Let people (culture) define the process ● Empower people ● Let data drive decisions ● When faced with options, go with the one that’s easier to change later ● Quick and easy Kaizen ● Build trust with your customers, not contracts
- 22. Make Agile great again! All current processes that aim for agility where defined by developers, not managers.
- 23. Make Agile great again! A. Adopt a process and hire people to fill in the roles in the process, then follow the recipe A. Bring together a group of people that work well together and let them figure the process by themselves, fit for that culture and particular circumstances.
Editor's Notes
- Waterfall - Herbert D. Benington (1956), coined in 1976
- Waterfall - Herbert D. Benington (1956), coined in 1976
- Paper by Winston W. Royce - how to fix waterfall? More review, closed to the customer.
- Software companies gaining prominence on the stock market. Money funds competition, competition is fierce and pressure to market increases. Nobody can afford to be slow anymore
- UML - specifications to the max
- Rational Unified Process (1996) - recognize the need for iterations
- Iterative approach, ahead of its time. Iterations happen “behind the scenes”, not focused on delivering but more on improvement. Planning involves prototyping, but delivery happens late. IBM
- Speculate: assume mistakes will be made, assume information is wrong, move fast with assumptions, experiment Collaborate: close communication, early feedback, prototyping Iterate in a timeboxed fashion
- Chrysler Payroll system Communication: direct, close (even with customers) Simplicity: don’t work on what you don’t need, DRY Feedback: from PoC, from customers, from tests, from monitoring, empirical Courage: to say no, to keep integrity as developer, to change Respect: to self (growth), to others (help)
- Frequent delivery: always show something new Constant feedback from multiple source Process should be define by team according to culture and constraints Osmotic communication = close communication, same room Team space = safe space Focus:
- Seller Center Agile Transformation Approach to process: define process and fill it in with people to obey vs let people figure it out Management vs Software Engineering - two sides at odds ?
- SAFe = Scaled Agile Framework
- LeSS = LargE Scale Scrum
- Scrum itself was developed since 1995, mostly silently - the name was coined and method was published much later, following the Agile Manifesto Kanban - inspired Toyota and used at Microsoft in 2004, coined cca 2009
- Agile isn’t something you do. You can be agile, you can do things like software development with agility
- Agile isn’t something you do. You can be agile, you can do things like software development with agility
- Agile isn’t something you do. You can be agile, you can do things like software development with agility