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Agile
adj
1. quick in movement; nimble
2. mentally quick or acute
Figaro
planomaníaco,
cinéfilo,
cinófilo,
articulista,
palestrante,
agilista e
scifimaníaco (ok, essa
eu inventei…)
Problems
with traditional software
development
photo by Jule_Berlin
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Traditional
Phased development
Anticipated results
Up-front design
picture by jasonb42882 Appelo, Jurgen, The Zen of Scrum, Slideshare.
Requirements Not Clear
Fear to go to the next phase
Analysis paralysis
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Requirements Change
Change gets more and more expensive
Customers don’t get what they want
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Project Takes Too Long
32% of projects delivered successfully
Long duration defers revenue
(Source: Standish Report 2009)
Appelo, Jurgen, The Zen of Scrum, Slideshare.
No Time for Testing
Quality assurance gets crunched
Late integration means late failures
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Time Wasted on Junk
52% of requirements implemented
64% of functionality rarely used
(Source: Standish Report 2003)
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Poor Progress Visibility
% Task complete not sufficient
Average overrun 43%
(Source: Standish Report 2003)
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Agile
software
development
12
14
15
16
17
18
19
20
21
22
23
24
25
26
Values
Scrum
Kanban
XP
Crystal
FDD
Principles
Seu Processo…
Design Thinking
viability
feasibilitydesirability
Lean Startup
ideas
productdata
measure
Kanban
Scrum
picture by Kiwi Flickr
The Gurus
Ken Schwaber
Jeff Sutherland
Mike Beedle
Mike Cohn
The Goal
of Scrum
Manage Complexity, Unpredictability and Change
through Visibility, Inspection and Adaptation
picture by OnTask
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Scrum
Roles
picture by exfordy
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Product
Owner
Owner of project vision
Represents the customerpicture by Official Star Wars Blog Appelo, Jurgen, The Zen of Scrum, Slideshare.
The
Team
Small (5–9 people)
Colocated - Cross-functional
Self-organized - Full-timepicture by ewen and donabel
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Scrum
Master
Servant leader
Team protector
Troubleshooter
Scrum guide
picture by Orange Beard
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Scrum Process
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Product Backlog
Express value
Defer decisions
picture by juhansonin
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Product Backlog
Owned by Product Owner
High-level requirements
Expressed as business value
Not complete, nor perfect
Expected to change & evolve
Limited view into the future
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprints
Steady pull of business value
Inspect and Adaptpicture by kelsey e.
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprint Planning
Face-to-face communication
Small reversible steps
User’s perspective
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprint Backlog
Breakdown of
business value into
assignable tasks
picture by oskay
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Daily Scrum
The heartbeat of Scrum
picture by Hamed Saber
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Task Board picture by Mountain Goat Software
Sprint
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprint Burn Down
picture by NibiruTech
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprint Review
Satisfy Product Owner
Get feedback on product
picture by oskay
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Sprint
Retrospective
Evolve the process
picture by kevindooley
Appelo, Jurgen, The Zen of Scrum, Slideshare.
Burn Up Chart
Scope keeps
expanding
Pipeline gets
fatter
Appelo, Jurgen, The Zen of Scrum, Slideshare.
So, what should
managers do to be Agile?
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Management is about
human beings. Its task is to
make people capable of joint
performance […]. This is what
organization is all about, and it is
the reason that management is
the critical, determining factor.
Management: Revised Edition, 2008
Peter F. Drucker
9Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Management is too
important to be left to the
managers.
10Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Manage like a gardener
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Management3.0
11Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
People are the most important
parts of an organization and
managers must do all they can to
keep people active, creative, and
motivated.
20Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
21Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
1. Put the motivator cards in order, from unimportant
to important
2.(You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
22Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
3. Consider an important change in your work (for example,
becoming a more Agile organization)
4. Move cards up when the change is positive for that
motivator; move them down when the change is negative
Exercise: Moving Motivators
positive change
negative change
23Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Teams can self-organize, and this
requires empowerment,
authorization, and trust from
management.
25Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Self-organization can lead to
anything, and it’s therefore
necessary to protect people
and shared resources…
…and to give people a clear
purpose and defined goals. 28Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Teams cannot achieve
their goals if team
members aren’t
capable enough, and
managers must
therefore contribute to
the development of
competence.
33Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Support emerging creativity.
 2012 Jurgen Appelo, taken at Cisco SystemsNorway, Oslo Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication.
36Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Informal
structures.
 2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to others
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.
39Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
The Management 3.0 model
Six organizational
views based on
complexity thinking
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
86
Cool….but where can
I use Agile?
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
Process Complexity (M)
Agile
projects
Chaotic
projects
Structured
projects
Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
88Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
89Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.
90
picture by -bast-
Q & A
@lfigaro
pt.slideshare.net/luisffigaro
linkedin.com/in/lfigaro
luis.figaro@gmail.com

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