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Agile is still dead :: Portugal - Brasil 2020 (Café com Rey)

Agile is still dead :: Portugal - Brasil 2020 (Café com Rey)

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Agile is still dead :: Portugal - Brasil 2020 (Café com Rey)

  1. 1. Agile is Dead by Pedro Gustavo Torres Portugal - Brasil 2020 still
  2. 2. I started in 2017 saying that Agile was Dead
  3. 3. Hello! I am Pedro Torres ● Director of Software Engineering @ Salsify ● 12+ years experience running engineering teams (100+ engineers) ● Love to help Startups, Scaleups, and Blue chip companies succeed
  4. 4. pedrogustavotorres _pedro_torres pedrogustavotorres pedrogustavotorres.com pedro.gustavo.torres@gmail.com
  5. 5. Agile and Scrum were “invented” a long time ago
  6. 6. Agile and Scrum were “invented” a long time ago
  7. 7. Agile and Scrum were “invented” a long time ago 2001 ● Brazil lost against Honduras in Copa America in the quarterfinals ● The Agile movement started (with the Manifesto) 1995 ● Ronaldo Nazário was Eredivisie’s top scorer playing for PSV Eindhoven ● Scrum was announced by Ken Schwaber and Jeff Sutherland
  8. 8. People talk about it like if it was something new ● But it is not!
  9. 9. So what is Agile? ● “Ability to deliver early value to your customers”
  10. 10. So what is Agile? ● “Ability to deliver early value to your customers”
  11. 11. And Scrum? ● Scrum is a framework based on empiricism: inspection, adaption and transparency Backlog
  12. 12. How does this fits together? ● Agile Onion
  13. 13. How does this fits together? JIRA, Daily Standups... ● Agile Onion
  14. 14. How does this fits together? JIRA, Daily Standups... Scrum, XP... ● Agile Onion
  15. 15. How does this fits together? Scrum, XP... Behaviour JIRA, Daily Standups... ● Agile Onion
  16. 16. How does this fits together? Scrum, XP... Agility Behaviour JIRA, Daily Standups... ● Agile Onion
  17. 17. A picture is worth one thousand words... Tools & Processes, Practices Principles, Values, Mindset
  18. 18. Agile Implementations
  19. 19. Beware of the Cargo Cult
  20. 20. Stop adopting the Spotify Model By Marcin Floryan (team catalyst supporting engineers at Spotify aka Engineering Manager)
  21. 21. There is no Copy and Paste solution
  22. 22. What Agile looks like when properly established
  23. 23. What Agile looks like in a typical transformation
  24. 24. What Agile looks like in a transformation Yep! You guessed it. This is Agile right here
  25. 25. Do companies what to be “Agile” because they want to
  26. 26. …or just to be able to say: “We’re Agile!” ?
  27. 27. Implementing Agile is not easy CEO Manager Manager Manager Dev Dev Dev Dev Dev
  28. 28. Implementing Agile is not easy CEO Manager Manager Manager Dev Dev Dev Dev Dev
  29. 29. And usually because of Middle Managers!
  30. 30. Just because they are afraid off losing power!
  31. 31. Just because they are afraid off losing power! Power Agile is
  32. 32. So no wonder we have “Questionable Agile” Bad Agile Crappy Agile frAgile Dark Scrum
  33. 33. Let’s look again to the 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
  34. 34. Let’s look again to the manifesto “Left” Side Agile “Right” Side 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
  35. 35. Let’s look again to the manifesto “Left” Good Side Agile “Right” Bad Side 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 Bad Agile Crappy Agile frAgile Dark Scrum
  36. 36. Bad Side Agile (some examples) 1. Dedicated QA Team 2. Not having burndown charts (or having “flat” charts) 3. Not having CI/CD pipelines or other XP practices 4. Depending too much on JIRA (or similar tools) 5. Too many dependencies between teams 6. Too big teams (ignoring Amazon’s “two pizza rule”) 7. Teams not doing DevOps (e.g. not supporting systems in Production, not doing on-call) 8. Teams without Autonomy, Mastery, and Purpose (the pillars of intrinsic motication) 9. Not having Pschycological safety (that is one of the five keys to a successful Google team) 10. Not tracking the improvements of a team (e.g. deployments frequency, lead time) 11. Use “empty” metrics (e.g. velocity, committed vs delivered) to track progress or to compare teams
  37. 37. So why is Agile Dead?
  38. 38. I believe we completely missed the purpose ● People usually mistake Agile with SCRUM Scrum: - Scrum is just a practice (e.g. Sprints, Retrospectives)... While Agile is a mindset ● The majority is just focusing on the Process and not on the Output and the Outcome ● We are missing the “Whys”
  39. 39. And the proof is the unhappiness of everyone ● Developers aren't happy ● Customers aren’t happy ● Product aren’t happy ● Stakeholders aren’t happy ● We struggle to deliver value to our customers ● No Execs/C-Levels understands the metrics usually provided
  40. 40. And the proof is the unhappiness of everyone ● Developers aren't happy ● Customers aren’t happy ● Product aren’t happy ● Stakeholders aren’t happy ● We struggle to deliver value to our customers ● No Execs/C-Levels understands the metrics usually provided Remember: We are uncovering better ways of developing software...
  41. 41. And let’s face it, are you really improving? ● Your processes? ● Your practices? ● Your values and principles? ● Your mindset?
  42. 42. Which makes me wonder why is that? ● Why are most of the companies so rigid with their Agile practices? ● Where is the agility? Or are we agile regarding everything except Agile itself?
  43. 43. Because, at the end of the day, we just want stuff done ● Who cares if we are doing sprints... If we don't get anything done? ● Don’t forget that the purpose is to deliver software… not to do Scrum, sprints or to blindly follow a process
  44. 44. What about orgs?
  45. 45. What about certifications? ● Who here holds a CSD/CSM/CSPO Scrum Alliance’s certification? ● It just means that you (or someone) had money to pay for a two or three days training ● Even the lowest-cost Scrum Alliance course brings its instructor a pretty decent pay for two or three days’ work
  46. 46. What about Kanban vs Scrum?
  47. 47. What about scaling? ● Frameworks like silver bullets
  48. 48. What about scaling? ● Frameworks like silver bullets
  49. 49. What about Agnostic Agile? ● Do we need to create more manifestos?
  50. 50. What about the “fathers” of Agile?
  51. 51. What about McKinsey, Deloitte, and Accentures of this life? ● Agile is becoming a (very appealing) business... And “No-one ever got fired for choosing IBM”
  52. 52. What about the Agile “experts”?
  53. 53. So what is NOT the goal of Agile? ● Self promotion ● Fat bank accounts ● Bullshit ● Micromanagement ● Dogma ● Religion ● Silver Bullet ● Fad ● Trend ● ...
  54. 54. And what is the goal of Agile? To have Happy: ● Customers ● Developers ● Stakeholders ● Executives ● C-Levels ● ...
  55. 55. So let’s go back to the beginning…
  56. 56. And look to RFC 761 Transmission Control Protocol (…)
  57. 57. More specifically to the “Robustness Principle” (…)
  58. 58. Apply it to “Individuals and interactions”
  59. 59. And see if we can make a U-turn on Agile’s direction
  60. 60. Thank you! AGILE

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Agile is still dead :: Portugal - Brasil 2020 (Café com Rey)

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