Иван Спресов рассказал об истории становления и развития Agile как модели управления.

1. Agilecelebrates20
Opening
March 9, 2021
Ivan Spresov
1

2. epa.ms/fbagile
epa.ms/agilebyyou
WWW
epa.ms/agilebelarus-z epa.ms/tagile
epa.ms/instagile
epa.ms/agilelink
НАЙДИ СВОЙ AGILE
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3. Speaker
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• Consultant and coach of the EngX360 transformation
lab, EPAM.
• Has come a long way from developer to consultant.
• He is in EngX360 since 2018. Over the past 3 years,
he has worked on transformations in various large
organizations (banking, insurance, manufacturing
and IT sectors).
• Certified by Scrum Alliance (CSM, CSP), Kanban
University (KMP) and Scaled Agile (SPC).
• Passionate about building communities and leading
the Agile Belarus community.
I VA N S P R E S O V

4. Agile Waves
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5. Wave 1: Agile Teams 1995 - 2013
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6. Wave 1: Agile Teams 1995 - 2013
1995
DSDM
(DSDM Consortium)
FDD
(Jeff De Luca)
Adaptive Software Development (ASD)
(Jim Highsmith, Sam Bayer)
Scrum
(Ken Schwaber, Jeff Sutherland)
1996
eXtreme Programming (XP)
(Kent Beck, Ward Cunningham, Roman Jeffries)
Cristal Clear
(Alistar Cockburn)
2000
2001
Agile Manifesto
2003
Lean SW Development
(Mary & Tom Poppendieck)
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7. Manifesto for Agile Software Development, 2001
We are uncovering better ways of developing software by doing it and helping
others do it.
Through this work we have come to value:
!
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. 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.
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
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8. Lean Software Development, 2003
1
2
3
4
5
6
7 Eliminate Waste
Create Knowledge
Build Quality In
Fast Delivery
Empower your Team
Delay in Making
Decisions
Optimize the whole
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9. Wave 2: Agile at Scale 2007 - ?
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10. Wave 2: Agile at Scale 2007 - ?
2007
The Enterprise and Scrum
(Ken Schwaber)
2008
Scaling Lean & Agile
Development,
Early adapters of LeSS
(Craig Larman, Bas Vodde)
The Principles of Product
Development Flow
(Donald G. Reinertsen)
2009
2011
First release of Scaled
Agile Framework (SAFe)
(Dean Leffingwell)
Launch of the Nexus Guide
(Ken Schwaber)
2015
2018
Launch of the
Scrum@Scale Guide
(Jeff Sutherland)
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11. Principles of LeSS, 2008
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12. The Principles of Product Development Flow, 2009
Economi
cs
Queues
Variabilit
y
Batch
Size
WIP
Constrain
ts Cadence,
Synchronizati
on, and Flow
Control
Fast
Feedbac
k
Decentralize
d Control
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13. Scaled Agile Framework, 2011
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14. Nexus, 2015
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15. Scrum@Scale, 2018
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16. Wave 3: Business Agility 2009 - ?
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17. Wave 3: Business Agility 2009 - ?
2010
Management 3.0
(Jurgen Appelo)
The Leader's Guide to
Radical Management
(Stephen Denning)
2011
The Lean Startup
(Eric Ries)
Upstream: The Quest to
Solve Problems Before
They Happen
(Dan Heath)
2020
Team Topologies: Organizing
Business and Technology
Teams for Fast Flow
(Matthew Skelton, Manuel Pais)
2019
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18. Management 3.0, 2010
Principle #1 Engaging people and their interactions
Get people involved in the work, get people involved in interacting with each other.
Increase interactions between people.
Principle #2 Improving the system
A Management 3.0 practice should improve the system. The system is not just one
team, everyone interacting with the team is part of the system. We believe in a win-
win. We should try to improve the whole system and not just one part of the
system.
Principle #3 Helping to make all clients happy
Clients are not just our external customers; we consider everyone involved in the
system a client. Co-workers, other teams, customers, shareholders, etc. We should try
to delight all clients, not just the stakeholders or just our co-workers.
Principle #4 Managing the system, not the people
We believe that it is hard to change behavior of people. However, when you change
their environment, people will have to adapt and change their behavior to fit into the
new environment. Also, by changing the environment people can manage
themselves. Management is just about nurturing the garden.
Principle #5 Co-creating work
Co-workers create things together and co-creating is also about giving feedback to
each other. Co-create behavior.
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19. The Leader's Guide to Radical Management, 2010
Principle #1: Focus work on delighting the clients
Principle #2: Do work through self-organizing teams
Principle #3: Do work in client-driven iterations
Principle #4: Deliver value to clients in each iteration
Principle #5: Be totally open about impediments to
improvement
Principle #6: Create context for continuous self-
improvement by the team
Principle #7: Communicate iteratively: stories,
questions, conversations
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20. Lean Startup, 2011
CODE
DATA
LEARN BUILD
MEASURE
LEARN FASTER CODE FASTER
 Split Tests
 Customer Interviews
 Customer Development
 Five Whys Root Cause
Analysis
 Feasibility of Hypothesis
 Product Owner
Accountability
 Cross-functional Teams
 Smoke Tests
 Unit Tests
 Usability Tests
 Continuous Integration
 Incremental Deployment
 Free & Open-Source
Components
 Cloud Computing
 Just-in-time Refactoring
 Developer Sandbox
 Split Tests
 Clear Product Owner
 Continuous
Deployment
 Usability Tests
 Real-time Monitoring
 Funnel Analysis
 Net Promoter Score
 Search Engine
Marketing
 Real-time Measuring
 Predictability
Monitoring
HYPOTHESIS
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21. Team Topologies,2019
• Stream-Aligned Team: a team aligned to the main flow
of business change, with cross-functional skills mix and
the ability to deliver significant increments without
waiting on another team.
• Platform team: a team that works on the underlying
platform supporting stream-aligned teams in delivery.
The platform simplifies otherwise complex technology
and reduces cognitive load for teams that use it.
• Enabling team: a team that assists other teams in
adopting and modifying software as part of a transition
or learning period.
• Complicated-Subsystem Team: a team with a special
remit for a subsystem that is too complicated to be dealt
with by a normal stream-aligned team or platform team.
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22. Please, ask questions?
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23. epa.ms/fbagile
epa.ms/agilebyyou
WWW
epa.ms/agilebelarus-z epa.ms/tagile
epa.ms/instagile
epa.ms/agilelink
НАЙДИ СВОЙ AGILE
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