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Agile MethodsCraig SmithMinutesin
Welcome…
Let’s Go!
Foundations
Agile Manifesto 
--
Agile Manifesto 
-- 
17 signatories 2001 agilemanifesto.org 
Values 
Principles 
Signatories
Scrum 
1
Scrum 
1 
Jeff Sutherland / Ken Schwaber1996 scrumguides.org 
“A framework within which people can address complex adaptive problems, while 
productively and creatively delivering products of the highest possible value.” 
Process 
Roles 
Theory 
Basis for most iterative processes / methods currently in use. 
Opinion 
+ 
-
Scrumbut(Scrumand) 
1a
ScrumBut(ScrumAnd) 
1a 
Eric Gunnerson2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx 
“We're doing Scrum but...” 
“We use Scrum and...” 
Ken Schwaber2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/ 
ScrumButvs 
ScrumAnd 
ScrumAnd 
framework 
“We use Scrum and we are collaborating and brainstorming within the Scrum Team to increase value every Sprint.” 
"We're doing Scrum but..." 
our sprints are 12 weeks long” 
ScrumBut 
ScrumAnd
Extreme Programming (XP) 
2
Extreme Programming (XP) 
Kent Beck 1996 extremeprogramming.org 
“Extreme Programming is the first popular methodology to view software development as an exercise in coding rather than an exercise in management.” 
Principles 
Values 
2 
Process 
Practices 
+ 
- 
Practices have become software engineering good practice 
Opinion
Crystal 
3
Crystal 
3 
Alistair Cockburn 1992 alistair.cockburn.us/crystal+methodologies 
“Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software development methodologies… designed to scale by project size and criticality” 
Methodology: 
Size vs Criticality 
Properties 
+ 
- 
Exploratory 360 degree 
Early victory 
Walking skeleton 
Incremental 
rearchitecture 
Information radiators 
Strategies
Dynamic Systems Development Method (DSDM) 
4
Dynamic Systems Development Method (DSDM) 
4 
DSDM Consortium 1994 dsdm.org 
“Incorporates project management disciplines… to ensure… project benefits are clear,… proposed solution is feasible and …solid foundations in place…” 
Process 
Deliverables 
MoSCoWPractice 
Principles 
+ 
-
Feature Driven Development (FDD) 
5
Feature Driven Development (FDD) 
5 
Jeff De Luca 1997 featuredrivendevelopment.com/ 
“a recipe for simplified, enhanced and measurable project management: patterns of play that bring success.” 
Process 
Parking LotPractice 
Best Practices 
+ 
-
Adaptive Software Development (ASD) 
6
Adaptive Software Development (ASD) / 
Adaptive Leadership 
6 
“Adaptive Software Development does not provide a set of prescriptive 
rules or tasks, but a framework of concepts, practices, and guidelines” 
Jim Highsmith1992 adaptivesd.com 
Lifecycle 
Characteristics 
Agents 
Environments 
Emergence 
Complex Adaptive 
Systems (CAS) Theory 
+ 
-
Lean
Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System 
7
Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System 
7 
“Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…” 
Eli Whitney TaichiOno James Womack 1850 1936 1990 lean.org 
Lean Principles 
Improvement Kata 
8 Wastes (Muda) 
+ 
-
Lean Software Development 
7a
Lean Software Development 
7a 
“Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…” 
Mary & Tom Poppendieck2003 poppendieck.com 
7 Principles / 
22 Tools 
+ 
-
Deming System of Profound Knowledge 
8
Deming System of Profound Knowledge 
8 
“An effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organization…” 
W. Edwards Deming1939 deming.org 
Theory of 
Knowledge 
Knowledge of Variation 
Systems Thinking 
14 points for management 
+ 
-
(Product Development) Flow 
9
(Product Development) Flow 
9 
“...the dominant paradigm for managing product development is wrong. 
Not just a little wrong, but wrong to its very core.” 
Donald G. Reinertsen2009 lpd2.com / leanproductflow.com 
Optimum 
Batch Size 
High Delay Cost 
Job First 
Failure to correctly quantify economics 
Blindness to queues 
Worship of efficiency 
Hostility to variability 
Worship of conformance 
Institutionalization of large batch sizes 
Underutilization of cadence 
Managing timelines instead of queues 
Absence of WIP constraints 
Inflexibility 
Noneconomic flow control 
Centralized control 
12 Cardinal Sins 
175 Principles 
+ 
-
Kanban(Modern Management Methods) 
10
Kanban(Modern Management Methods) 
10 
“...evolutionary change model that utilizes a kanban(small k) pull system, visualization, and other tools to catalyzethe introduction of Lean ideas into technology…” 
David J. Anderson2010 djaa.com 
Start with what you do now 
Agree to pursue incremental, 
evolutionary change 
Respect the current process, roles, 
responsibilities and titles 
Leadership at all levels 
Kanban Board 
4 Principles 
5 Core 
Properties 
+ 
-
Personal Kanban 
11
Personal Kanban 
11 
“...provides a light, actionable, achievable framework for understanding our work and its context.” 
Jim Benson / TonianneDeMariaBarry2011 personalkanban.com 
2 Rules of 
Personal Kanban 
Get your stuff ready 
Establish your value stream 
Establish your backlog 
Establish your work in progress limit 
Begin to pull 
Reflect 
5 Steps 
+ 
- 
Throughput
Lean Startup 
12
Lean Startup 
12 
“It's ultimately an answer to the question ‘How can we learn more quickly what works, and discard what doesn't?” 
Eric Ries2008 theleanstartup.com 
5 Principles 
Process 
Popularised 
+ 
-
Extensions
Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall) 
13
Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall) 
13 
“Using one or more aspects of different methods 
Xanban 
Water 
Scrum 
Fall 
Scrumban 
Nonban
ScrumPLOP 
(Pattern Languages of Programs) 
14
ScrumPLOP 
(Pattern Languages of Programs) 
14 
“ScrumPLoPmission is to build a body of pattern literature around… 
communities, describing… insights, so we can easily share them.” 
Jeff Sutherland / Jim Coplien2010 scrumplop.org 
Pattern 
Spreadsheet 
Pattern 
Map 
+ 
-
Enterprise Transition Framework(ETF) 
15
Enterprise Transition Framework(ETF) 
15 
“…focus of ETF is to allow an organization to implement continuous improvement 
and to experience change in an empirically controlled way.” 
Agile422014 agile42.com/en/agile-transition/etf/ 
+ 
- 
Framework
Accelerated Agile 
16
Accelerated Agile 
16 
“…Brings agile principles into the 21st century… to think differently about design, architecture, development & testing, operations, automation & team dynamics…” 
Dan North2010 dannorth.net 
3 ages of agile 
Avoiding problems 
Fits in my head 
Micro services 
Focussedeffort 
Release mentality is harmful 
Software: asset or liability 
Blink estimation 
Thoughts 
Workshop Agenda 
Deliberate Discovery 
+ 
-
Extreme Manufacturing (Wikispeed) 
17
Extreme Manufacturing (Wikispeed) 
17 
“…Set of technical practices and management principles to go from an idea to a product or service in the customers hands in less than 7 days.” 
Joe Justice2008 wikispeed.org 
Wikispeed 
Process 
- 
+
Certifications 
(BABOK / PMI ACP / icAgile/ …) 
18
18 
PMI-ACP 
IIBA BABOK Agile Extension 
PRINCE2 Agile Best Practice 
ICAgile 
Certification 
Certifications 
(BABOK / PMI ACP / icAgile/ …)
Scale
Agile Unified Process(AUP) 
19
Agile Unified Process(AUP) 
19 
“…A simplified version of the Rational Unified Process (RUP)…” 
Scott Ambler2005 ambysoft.com/unifiedprocess/agileUP.html 
Lifecycle 
Philosophies
Disciplined Agile Delivery (DAD) 
19a
Disciplined Agile Delivery (DAD) 
19a 
“…People-first, learning-oriented hybrid agile approach… has a 
risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.” 
Scott Ambler2012 disciplinedagiledelivery.com 
Lifecycle 
Scaling 
Key Aspects 
+ 
-
Enterprise Unified Process(EUP) 
19b
Enterprise Unified Process(EUP) 
19b 
“…a full-fledged software process 
…is an extension to the solution delivery methodologies such as DAD.” 
Scott Ambler1999 enterpriseunifiedprocess.com 
Lifecycle 
When to Adopt 
+ 
-
Large Scale Scrum 
(LeSS) 
20
Large Scale Scrum 
(LeSS) 
20 
“…a label to imply regular Scrum plus the set of tips we have seen work in large multiteam, multisite and offshore agile development.” 
Craig Larman/ Bas Vodde2008 craiglarman.com 
Large Scale Scrum FW-1 (up to 10 teams) 
Large Scale Scrum FW-2 (many teams) 
+ 
-
Enterprise Scrum 
21
Enterprise Scrum 
21 
“… provide an expanded and more detailed framework foundation of Scrum so that we 
can use Scrum for business, generic or scalable purposes.” 
Mike Beedle2010 enterprisescrum.com 
Model 
Business Skin 
Improvement Cycles 
+ 
-
Scaled Agile Framework (SaFE) 
22
Scaled Agile Framework (SaFE) 
22 
“…Interactive knowledge base for implementing agile practices at enterprise scale... 
Highlights the individual roles, teams, activities & artifactsnecessary to scale agile…” 
Dean Leffingwell2007 scaledagileframework.com 
Framework 
+ 
-
@Spotify / Squadification 
23
@Spotify / Squadification 
23 
“…Scaling using tribes, squads, chapters and guilds” 
Henrik Kniberg2012 blog.crisp.se 
Principles 
+ 
- 
Approach 
Engineering 
Culture
XSCALE (AgileTNG) 
24
XSCALE (AgileTNG) 
24 
“We are uncovering better ways to deliver products and services 
by improving our teams, enterprises and community.” 
Peter Merel2014 agiletng.org 
+ 
- 
Framework
Development & Testing
DevOps 
25
DevOps 
25 
“a response to the interdependence of software development and IT operations.” 
Patrick Debois2009 jedi.be/blog/ 
Lifecycle 
Relationship 
Process 
Principles 
- 
+
Programmer Anarchy 
26
Programmer Anarchy 
26 
“Developer driven development” 
Fred George 2010 db.tt/4qFljVxU 
Customer 
ProjectManager 
Developer 
BusinessAnalyst 
QualityAssurance / Test 
Reduction in Roles 
Agile Manifesto & XP Values 
StandupsTrust with co location 
Story narratives 
Retrospectives 
Estimates 
IterationsResults, not blame 
Mandatorypairing 
Unit tests, acceptance tests 
Refactoring 
PatternsSmall, short lived apps 
Continuous integration Continuous deployment 
Missing 
Agile Practices 
+ 
-
Mikado Method 
27
Mikado Method 
27 
“…a pragmatic, straightforward, and empirical method to plan and perform non-trivial technical improvements on an existing software system.” 
Ola Ellnestam/Daniel Brolund2009 mikadomethod.wordpress.com 
Analogy 
Mikado Graph 
+ 
- 
Method
Mob Programming 
28
Mob Programming 
28 
“All the brilliant people working at the same time, in the same space, at the same computer, on the same thing” 
Woody Zuill2012 mobprogramming.org 
Group work area 
One computer for 
programming, all can see 
Driver/navigator 
15 minute rotations 
Team communication 
ownership 
Whole Team 
Rotation 
Key 
Practices 
Process 
+ 
-
TDD / ATDD / BDD / SBE 
29
TDD / ATDD / BDD / SBE 
29 
“Begin with the end in mind…” 
Kent Beck Dan North Gojko Adzic 1994 2006 2011 
TDD / ATDD 
Process 
Deriving scope from goals 
Specifying collaboratively 
Refining specifications 
Automating tests based on examples 
Validating frequently using tests 
Evolve documentation system from 
specifications with examples 
SBE 
Practices 
+ 
-
Context Driven Testing 
30
Context Driven Testing 
30 
“…Advocates testing in a way that conforms to the context of the project, as opposed to testing in a way that follows some fixed notion of "best practice." 
James Bach / CemKaner/ Brian Marick/ Bret Pettichord2001 context-driven-testing.com 
Principles 
Community 
+ 
-
Leadership
Vanguard Method 
31
Vanguard Method 
31 
“…Means for helping service organisations change from a conventional 
‘command-and-control’ design to a systems design.” 
John Seddon 1985 vanguard-method.com 
•Managers must know the system before changing it or making decisions within it 
•Managers shouldn’t control what is said to customers, only front line staff dealing with customers are best placed to understand context 
•Generalists over specialists 
•Management by numbers makes performance worse 
•When managers believe they know best, they inhibit ideas 
•Improvement requires understanding the true problems, not fixing the problems you think you have 
•Instead of establishing standards, ensure capability and purpose 
•“Good enough” is the fast track to being mediocre. Systems thinking is the desire to be perfect 
•Reports serve the hierarchy, they don’t serve constructive action 
•Never use the hierarchy to find out what is going on 
•Be wary of using the hierarchy to solve problems rather than connecting the two parts 
•Intrinsic motivation over targets 
•Management’s job is not to exert control through hierarchy with arbitrary measures, management’s job is to achieve real control by working on the system 
•95% of a worker’s performance is attributable to the system, management’s job is to work on the system, know the types of demand requests 
•Standardisation is in effectual in variable outcome work. Economy comes from flow, not scale. 
•Manage value drives cost out of the system, managing costs drives cost up 
•Change requires no plan, the only plan is –get knowledge 
•Economies achieved through less of a common resource are marginal compared to the economies achieved through flow –redesign the services against the demand 
•Control the organisation with arbitrary measures and in fact, you actually diminish control. Or control the organisation with measures related to purpose, used where the work is done, and you will achieve genuine control, and what’s more your people will innovate. 
•Understanding the causes of failure demand leads to redesigning services; failure demand is systemic, a product of the system, you can only remove it by changing the system 
Principles 
+ 
-
Holocracy 
32
Holocracy 
32 
“…Radically changes how an organization is structured, 
how decisions are made, and how power is distributed.” 
Brian Robertson 2006 holacracy.org 
Process 
Circle 
Structure 
Holacracy 
Constitution 
+ 
-
Rightshifting 
33
Rightshifting 
33 
“Improving the effectiveness of knowledge-work businesses/” 
Bob Marshall 2008 flowchainsensei.wordpress.com/rightshifting/ 
SDLC –Various Stages 
of Effectiveness 
Project Management 
Effectiveness 
Marshall 
Model 
Stages 
+ 
-
Beyond Budgeting 
34
Beyond Budgeting 
34 
“…‘Budgeting’ is not used in its narrow sense of planning and control, but as a generic term for the traditional command and control management model” 
Jeremy Hope / Robin Fraser / Peter Bunce BjarteBogsnes1998 bbrt.org 
Principles 
Approach 
+ 
-
Radical Management 
35
Radical Management 
35 
“…A way of managing organizations that generates at the same time high productivity, continuous innovation, deep job satisfaction and customer delight. Radical.” 
Steve Denning 2010 stevedenning.com/radical-management 
Commit 
Target 
Focus 
Read Their Minds 
Innovate in Stages 
Evaluate 
Customise 
Partner with Customers 
Empower 
Measure 
Principles 
Delight The Customer 
+ 
-
StoosNetwork 
36
StoosNetwork 
36 
“Uncovering better ways of leading organisations” 
StoosNetwork 2012stoosnetwork.org 
+ 
- 
Problems
Management 3.0 
37
Management 3.0 
37 
“…Help… grow and transform organizations into becoming great places to work.” 
JurgenAppelo2011 management30.com 
Model 
Empower People 
Improve Everything 
+ 
-
Individuals & Interactions
Drive 
38
Drive 
38 
“…The secret to high performance… is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.” 
Dan Pink 2009 danpink.com 
Key Points 
Intrinsic 
Motivation 
+ 
-
Theory of Constraints 
39
Theory of Constraints 
39 
“A chain is no stronger than its weakest link.” 
Eli Goldratt1984 goldratt.com 
Process of Ongoing 
Improvement 
Bottlenecks 
Thinking Process 
+ 
-
Cynefin 
40
Cynefin 
40 
“a perspective on the evolutionary nature of complex systems, 
including their inherent uncertainty.” 
Dave Snowden 1999 cognitive-edge.com 
Model 
+ 
-
Final Thoughts
Oath of Non Allegiance 
--
Oath of Non Allegiance 
-- 
Alistair Cockburn 2010 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. 
“ 
“
Craig Smith 
http://www.craigsmith.id.au 
craig@craigsmith.id.au 
@smithcdauQuestions?

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40 Agile Methods in 40 Minutes

  • 6. Agile Manifesto -- 17 signatories 2001 agilemanifesto.org Values Principles Signatories
  • 8. Scrum 1 Jeff Sutherland / Ken Schwaber1996 scrumguides.org “A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.” Process Roles Theory Basis for most iterative processes / methods currently in use. Opinion + -
  • 10. ScrumBut(ScrumAnd) 1a Eric Gunnerson2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx “We're doing Scrum but...” “We use Scrum and...” Ken Schwaber2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/ ScrumButvs ScrumAnd ScrumAnd framework “We use Scrum and we are collaborating and brainstorming within the Scrum Team to increase value every Sprint.” "We're doing Scrum but..." our sprints are 12 weeks long” ScrumBut ScrumAnd
  • 12. Extreme Programming (XP) Kent Beck 1996 extremeprogramming.org “Extreme Programming is the first popular methodology to view software development as an exercise in coding rather than an exercise in management.” Principles Values 2 Process Practices + - Practices have become software engineering good practice Opinion
  • 14. Crystal 3 Alistair Cockburn 1992 alistair.cockburn.us/crystal+methodologies “Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software development methodologies… designed to scale by project size and criticality” Methodology: Size vs Criticality Properties + - Exploratory 360 degree Early victory Walking skeleton Incremental rearchitecture Information radiators Strategies
  • 15. Dynamic Systems Development Method (DSDM) 4
  • 16. Dynamic Systems Development Method (DSDM) 4 DSDM Consortium 1994 dsdm.org “Incorporates project management disciplines… to ensure… project benefits are clear,… proposed solution is feasible and …solid foundations in place…” Process Deliverables MoSCoWPractice Principles + -
  • 18. Feature Driven Development (FDD) 5 Jeff De Luca 1997 featuredrivendevelopment.com/ “a recipe for simplified, enhanced and measurable project management: patterns of play that bring success.” Process Parking LotPractice Best Practices + -
  • 20. Adaptive Software Development (ASD) / Adaptive Leadership 6 “Adaptive Software Development does not provide a set of prescriptive rules or tasks, but a framework of concepts, practices, and guidelines” Jim Highsmith1992 adaptivesd.com Lifecycle Characteristics Agents Environments Emergence Complex Adaptive Systems (CAS) Theory + -
  • 21. Lean
  • 22. Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System 7
  • 23. Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System 7 “Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…” Eli Whitney TaichiOno James Womack 1850 1936 1990 lean.org Lean Principles Improvement Kata 8 Wastes (Muda) + -
  • 25. Lean Software Development 7a “Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…” Mary & Tom Poppendieck2003 poppendieck.com 7 Principles / 22 Tools + -
  • 26. Deming System of Profound Knowledge 8
  • 27. Deming System of Profound Knowledge 8 “An effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organization…” W. Edwards Deming1939 deming.org Theory of Knowledge Knowledge of Variation Systems Thinking 14 points for management + -
  • 29. (Product Development) Flow 9 “...the dominant paradigm for managing product development is wrong. Not just a little wrong, but wrong to its very core.” Donald G. Reinertsen2009 lpd2.com / leanproductflow.com Optimum Batch Size High Delay Cost Job First Failure to correctly quantify economics Blindness to queues Worship of efficiency Hostility to variability Worship of conformance Institutionalization of large batch sizes Underutilization of cadence Managing timelines instead of queues Absence of WIP constraints Inflexibility Noneconomic flow control Centralized control 12 Cardinal Sins 175 Principles + -
  • 31. Kanban(Modern Management Methods) 10 “...evolutionary change model that utilizes a kanban(small k) pull system, visualization, and other tools to catalyzethe introduction of Lean ideas into technology…” David J. Anderson2010 djaa.com Start with what you do now Agree to pursue incremental, evolutionary change Respect the current process, roles, responsibilities and titles Leadership at all levels Kanban Board 4 Principles 5 Core Properties + -
  • 33. Personal Kanban 11 “...provides a light, actionable, achievable framework for understanding our work and its context.” Jim Benson / TonianneDeMariaBarry2011 personalkanban.com 2 Rules of Personal Kanban Get your stuff ready Establish your value stream Establish your backlog Establish your work in progress limit Begin to pull Reflect 5 Steps + - Throughput
  • 35. Lean Startup 12 “It's ultimately an answer to the question ‘How can we learn more quickly what works, and discard what doesn't?” Eric Ries2008 theleanstartup.com 5 Principles Process Popularised + -
  • 37. Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall) 13
  • 38. Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall) 13 “Using one or more aspects of different methods Xanban Water Scrum Fall Scrumban Nonban
  • 39. ScrumPLOP (Pattern Languages of Programs) 14
  • 40. ScrumPLOP (Pattern Languages of Programs) 14 “ScrumPLoPmission is to build a body of pattern literature around… communities, describing… insights, so we can easily share them.” Jeff Sutherland / Jim Coplien2010 scrumplop.org Pattern Spreadsheet Pattern Map + -
  • 42. Enterprise Transition Framework(ETF) 15 “…focus of ETF is to allow an organization to implement continuous improvement and to experience change in an empirically controlled way.” Agile422014 agile42.com/en/agile-transition/etf/ + - Framework
  • 44. Accelerated Agile 16 “…Brings agile principles into the 21st century… to think differently about design, architecture, development & testing, operations, automation & team dynamics…” Dan North2010 dannorth.net 3 ages of agile Avoiding problems Fits in my head Micro services Focussedeffort Release mentality is harmful Software: asset or liability Blink estimation Thoughts Workshop Agenda Deliberate Discovery + -
  • 46. Extreme Manufacturing (Wikispeed) 17 “…Set of technical practices and management principles to go from an idea to a product or service in the customers hands in less than 7 days.” Joe Justice2008 wikispeed.org Wikispeed Process - +
  • 47. Certifications (BABOK / PMI ACP / icAgile/ …) 18
  • 48. 18 PMI-ACP IIBA BABOK Agile Extension PRINCE2 Agile Best Practice ICAgile Certification Certifications (BABOK / PMI ACP / icAgile/ …)
  • 49. Scale
  • 51. Agile Unified Process(AUP) 19 “…A simplified version of the Rational Unified Process (RUP)…” Scott Ambler2005 ambysoft.com/unifiedprocess/agileUP.html Lifecycle Philosophies
  • 53. Disciplined Agile Delivery (DAD) 19a “…People-first, learning-oriented hybrid agile approach… has a risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.” Scott Ambler2012 disciplinedagiledelivery.com Lifecycle Scaling Key Aspects + -
  • 55. Enterprise Unified Process(EUP) 19b “…a full-fledged software process …is an extension to the solution delivery methodologies such as DAD.” Scott Ambler1999 enterpriseunifiedprocess.com Lifecycle When to Adopt + -
  • 56. Large Scale Scrum (LeSS) 20
  • 57. Large Scale Scrum (LeSS) 20 “…a label to imply regular Scrum plus the set of tips we have seen work in large multiteam, multisite and offshore agile development.” Craig Larman/ Bas Vodde2008 craiglarman.com Large Scale Scrum FW-1 (up to 10 teams) Large Scale Scrum FW-2 (many teams) + -
  • 59. Enterprise Scrum 21 “… provide an expanded and more detailed framework foundation of Scrum so that we can use Scrum for business, generic or scalable purposes.” Mike Beedle2010 enterprisescrum.com Model Business Skin Improvement Cycles + -
  • 61. Scaled Agile Framework (SaFE) 22 “…Interactive knowledge base for implementing agile practices at enterprise scale... Highlights the individual roles, teams, activities & artifactsnecessary to scale agile…” Dean Leffingwell2007 scaledagileframework.com Framework + -
  • 63. @Spotify / Squadification 23 “…Scaling using tribes, squads, chapters and guilds” Henrik Kniberg2012 blog.crisp.se Principles + - Approach Engineering Culture
  • 65. XSCALE (AgileTNG) 24 “We are uncovering better ways to deliver products and services by improving our teams, enterprises and community.” Peter Merel2014 agiletng.org + - Framework
  • 68. DevOps 25 “a response to the interdependence of software development and IT operations.” Patrick Debois2009 jedi.be/blog/ Lifecycle Relationship Process Principles - +
  • 70. Programmer Anarchy 26 “Developer driven development” Fred George 2010 db.tt/4qFljVxU Customer ProjectManager Developer BusinessAnalyst QualityAssurance / Test Reduction in Roles Agile Manifesto & XP Values StandupsTrust with co location Story narratives Retrospectives Estimates IterationsResults, not blame Mandatorypairing Unit tests, acceptance tests Refactoring PatternsSmall, short lived apps Continuous integration Continuous deployment Missing Agile Practices + -
  • 72. Mikado Method 27 “…a pragmatic, straightforward, and empirical method to plan and perform non-trivial technical improvements on an existing software system.” Ola Ellnestam/Daniel Brolund2009 mikadomethod.wordpress.com Analogy Mikado Graph + - Method
  • 74. Mob Programming 28 “All the brilliant people working at the same time, in the same space, at the same computer, on the same thing” Woody Zuill2012 mobprogramming.org Group work area One computer for programming, all can see Driver/navigator 15 minute rotations Team communication ownership Whole Team Rotation Key Practices Process + -
  • 75. TDD / ATDD / BDD / SBE 29
  • 76. TDD / ATDD / BDD / SBE 29 “Begin with the end in mind…” Kent Beck Dan North Gojko Adzic 1994 2006 2011 TDD / ATDD Process Deriving scope from goals Specifying collaboratively Refining specifications Automating tests based on examples Validating frequently using tests Evolve documentation system from specifications with examples SBE Practices + -
  • 78. Context Driven Testing 30 “…Advocates testing in a way that conforms to the context of the project, as opposed to testing in a way that follows some fixed notion of "best practice." James Bach / CemKaner/ Brian Marick/ Bret Pettichord2001 context-driven-testing.com Principles Community + -
  • 81. Vanguard Method 31 “…Means for helping service organisations change from a conventional ‘command-and-control’ design to a systems design.” John Seddon 1985 vanguard-method.com •Managers must know the system before changing it or making decisions within it •Managers shouldn’t control what is said to customers, only front line staff dealing with customers are best placed to understand context •Generalists over specialists •Management by numbers makes performance worse •When managers believe they know best, they inhibit ideas •Improvement requires understanding the true problems, not fixing the problems you think you have •Instead of establishing standards, ensure capability and purpose •“Good enough” is the fast track to being mediocre. Systems thinking is the desire to be perfect •Reports serve the hierarchy, they don’t serve constructive action •Never use the hierarchy to find out what is going on •Be wary of using the hierarchy to solve problems rather than connecting the two parts •Intrinsic motivation over targets •Management’s job is not to exert control through hierarchy with arbitrary measures, management’s job is to achieve real control by working on the system •95% of a worker’s performance is attributable to the system, management’s job is to work on the system, know the types of demand requests •Standardisation is in effectual in variable outcome work. Economy comes from flow, not scale. •Manage value drives cost out of the system, managing costs drives cost up •Change requires no plan, the only plan is –get knowledge •Economies achieved through less of a common resource are marginal compared to the economies achieved through flow –redesign the services against the demand •Control the organisation with arbitrary measures and in fact, you actually diminish control. Or control the organisation with measures related to purpose, used where the work is done, and you will achieve genuine control, and what’s more your people will innovate. •Understanding the causes of failure demand leads to redesigning services; failure demand is systemic, a product of the system, you can only remove it by changing the system Principles + -
  • 83. Holocracy 32 “…Radically changes how an organization is structured, how decisions are made, and how power is distributed.” Brian Robertson 2006 holacracy.org Process Circle Structure Holacracy Constitution + -
  • 85. Rightshifting 33 “Improving the effectiveness of knowledge-work businesses/” Bob Marshall 2008 flowchainsensei.wordpress.com/rightshifting/ SDLC –Various Stages of Effectiveness Project Management Effectiveness Marshall Model Stages + -
  • 87. Beyond Budgeting 34 “…‘Budgeting’ is not used in its narrow sense of planning and control, but as a generic term for the traditional command and control management model” Jeremy Hope / Robin Fraser / Peter Bunce BjarteBogsnes1998 bbrt.org Principles Approach + -
  • 89. Radical Management 35 “…A way of managing organizations that generates at the same time high productivity, continuous innovation, deep job satisfaction and customer delight. Radical.” Steve Denning 2010 stevedenning.com/radical-management Commit Target Focus Read Their Minds Innovate in Stages Evaluate Customise Partner with Customers Empower Measure Principles Delight The Customer + -
  • 91. StoosNetwork 36 “Uncovering better ways of leading organisations” StoosNetwork 2012stoosnetwork.org + - Problems
  • 93. Management 3.0 37 “…Help… grow and transform organizations into becoming great places to work.” JurgenAppelo2011 management30.com Model Empower People Improve Everything + -
  • 96. Drive 38 “…The secret to high performance… is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.” Dan Pink 2009 danpink.com Key Points Intrinsic Motivation + -
  • 98. Theory of Constraints 39 “A chain is no stronger than its weakest link.” Eli Goldratt1984 goldratt.com Process of Ongoing Improvement Bottlenecks Thinking Process + -
  • 100. Cynefin 40 “a perspective on the evolutionary nature of complex systems, including their inherent uncertainty.” Dave Snowden 1999 cognitive-edge.com Model + -
  • 102. Oath of Non Allegiance --
  • 103. Oath of Non Allegiance -- Alistair Cockburn 2010 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. “ “
  • 104. Craig Smith http://www.craigsmith.id.au craig@craigsmith.id.au @smithcdauQuestions?