Agile Is A Four-Letter Word (Jen Krieger)
Based on a wide variety of surveys taken over recent years, many companies are transitioning to something that looks more like Agile than the processes they were using in previous years. However, that transition doesn’t necessarily mean implementations have been done respectfully of the Agile Manifesto and the principles behind it. In large part, industry trends seem to indicate that the sloganization of the word has done a significant disservice to the ideas that were originally founded in 2001. To add even more pain, most people seem to be entirely unaware of the core basis of Agile which is the idea to embrace change but inspect and adapt to that change. Are we lost as an industry? Is there anyway we can recover from this problem? In this session, attendees can expect to engage in a conversation about the rise of the Agile community, the negative and positive impact it has had on the industry, and how you individually can help your organizations and teams lower the risk of encountering the negative problems, and speed your way towards the positives. Topics will include: - The intentions behind agile - Ways you can rework or improve your not so great agile situation - Things you should avoid from the start.
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Agile Is A Four-Letter Word (Jen Krieger)
- 2. @mrry550 | #DevNa/on Agile is a four-letter word Jen Krieger Chief Agile Architect Red Hat
- 3. @mrry550 | #DevNa/on The Terrible History of Agile as told by someone who lived it
- 8. @mrry550 | #DevNa/on INTENTION VS. RESULT Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. AGILE PRINCIPLE By Emilie Reutenauer - h1ps://commons.wikimedia.org/w/index.php?curid=3161190
- 9. @mrry550 | #DevNa/on INTENTION VS. RESULT Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. AGILE PRINCIPLE Teams focused on features and everything else was “ignored.” The word deliver is not clearly defined. RESULT
- 10. @mrry550 | #DevNa/on INTENTION VS. RESULT Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. AGILE PRINCIPLE Teams focused on features and everything else was “ignored.” The word deliver is not clearly defined. RESULT Define what ‘delivery’ means for your organization. Allow teams to routinely drive down the costs of technical debt and outstanding bugs. SOLUTION
- 12. @mrry550 | #DevNa/on INTENTION VS. RESULT Continuous attention to technical excellence and good design enhances agility. AGILE PRINCIPLE By Sarah Goff-Dupont- blogs.atlassian.com/2015/10/why-con/nuous-delivery-for-every-development-team/
- 13. @mrry550 | #DevNa/on INTENTION VS. RESULT Continuous attention to technical excellence and good design enhances agility. AGILE PRINCIPLE Because organizational change wasn’t the focus of the move towards Agile, teams had a siloed approach. Subject matter experts often involved too late. Project Managers focused on the process, rather than what it meant for teams to succeed technically. RESULT
- 14. @mrry550 | #DevNa/on INTENTION VS. RESULT Continuous attention to technical excellence and good design enhances agility. AGILE PRINCIPLE Because organizational change wasn’t the focus of the move towards Agile, teams had a siloed approach. Subject matter experts often involved too late. Project Managers focused on the process, rather than what it meant for teams to succeed technically. RESULT Allow teams to automate the technical aspects of delivering software. Encourage the growth of a DevOps community in your company. SOLUTION
- 16. @mrry550 | #DevNa/on INTENTION VS. RESULT At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. AGILE PRINCIPLE
- 17. @mrry550 | #DevNa/on INTENTION VS. RESULT At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. AGILE PRINCIPLE Teams that didn’t learn the true intentions behind a retrospective, are often times forced to attend them without truly understanding the intention. Lack of trust and actionable improvements that can be owned by the team. RESULT
- 18. @mrry550 | #DevNa/on INTENTION VS. RESULT At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. AGILE PRINCIPLE Teams that didn’t learn the true intentions behind a retrospective, are often times forced to attend them without truly understanding the intention. Lack of trust and actionable improvements that can be owned by the team. RESULT Conduct retrospective anyway. Even when there are objections. SOLUTION
- 19. @mrry550 | #DevNa/on OTHER SAD STORIES or things you should avoid from the start
- 20. @mrry550 | #DevNa/on INTENSITY OF THE CYCLE INTENSITY OF THE CYCLE
- 21. @mrry550 | #DevNa/on AGILE = SOMETHING FASTER NOT SO FAST YOU CAN’T KEEP UP` hHp://thebiglead.com/2013/07/09/pit-bull-puppy-trying-to-walk-on-a-treadmill-obviously-inspired-robert-gill-chad-johnson/
- 33. @mrry550 | #DevNa/on “You succeed first and foremost because of the people. A distant second is the process. Third are the tools.” Thanks to Jon Kern for this gem of wisdom. It’s one of my favorites.
- 34. @mrry550 | #DevNa/on THANK YOU! Don’t forget to fill out the post session survey!