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Agile is Dead :: Viana Tech Meetups 2018
This document discusses how Agile has lost its original purpose and become focused on processes rather than outcomes. It argues that in many organizations, Agile has become synonymous with Scrum, focusing on practices like sprints and standups rather than delivering value to customers. As a result, developers, customers, and products are often unhappy. The document calls for a return to Agile's original principles of valuing individuals, interactions, working software, and responding to change.
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Agile is Dead :: Viana Tech Meetups 2018
- 1. Agile is Dead byPedro Gustavo Torres Viana do Castelo 2018
- 2. Engineering Director @ Agilistsince 2010 Disclaimer: Opinions expressed are solely my own and do not express the views or opinions of my employer Pedro Gustavo Torres
- 3.
- 4.
- 5.
- 6. Agile and Scrumwere “invented” a long time ago
- 7. Agile and Scrumwere “invented” a long time ago
- 8. Agile and Scrumwere “invented” a long time ago 2001 The “Plano de Pormenor do Centro Histórico” (PPCHVC) of Viana do Castelo is approved with the decision to demolish the “Prédio Coutinho” The Agile movement started (with the Manifesto) 1995 Fernando Pereira founded the “Alto Minho” newspaper Scrum was invented by Ken Schwaber and Jeff Sutherland
- 9. People talk aboutit like if it was something new But it is not!
- 10. So what isAgile? “Ability to deliver early value to your customers”
- 11. So what isAgile? “Ability to deliver early value to your customers”
- 12. And Scrum? Scrum isa framework based on empiricism: inspection, adaption and transparency Backlog
- 13. How does thisfits together? Agile Onion
- 14. How does thisfits together? JIRA, Daily Standups... Agile Onion
- 15. How does thisfits together? JIRA, Daily Standups... Scrum, XP... Agile Onion
- 16. How does thisfits together? Scrum, XP... Behaviour JIRA, Daily Standups... Agile Onion
- 17. How does thisfits together? Scrum, XP... Agility Behaviour JIRA, Daily Standups... Agile Onion
- 18. A picture isworth one thousand words... Tools & Processes, Practices Principles, Values, Mindset
- 19.
- 20. Beware of theCargo Cult
- 21. Beware of theCargo Cult
- 22. Stop adopting theSpotify Model By Marcin Floryan (team catalyst supporting engineers at Spotify aka Engineering Manager)
- 23. What is thecurrent adoption of Agile? 97% of adoption?
- 24. What is thecurrent adoption of Agile? [Increased? ] 97% of adoption?
- 25. I find ithard to believe
- 26. Or you arelucky enough to born Agile…
- 27. …and this lookslike your workplace
- 28. Or you’ll needto go through an Agile transformation...
- 29. …and this lookslike your workplace…
- 30. …usually just tobe able to say: “We’re Agile!”
- 31. Typical Agile opposingforce… CEO Manager Manager Manager Dev Dev Dev Dev Dev
- 32. Typical Agile opposingforce… CEO Manager Manager Manager Dev Dev Dev Dev Dev
- 33.
- 34. Just because theyare afraid off losing power!
- 35. Just because theyare afraid off losing power! Power Agile is
- 36. Questionable Agile Bad Agile CrappyAgile frAgile Dark Scrum
- 37. Let’s look againto 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
- 38. Let’s look againto 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
- 39. Let’s look againto 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
- 40. Right Bad SideAgile Does your company have a QA team?
- 41. Right Bad SideAgile Do your sprint burndowns look like this?
- 42. Right Bad SideAgile Do your release burndowns look like this?
- 43. Right Bad SideAgile Does your company ignores XP practices (e.g. Pair Programming)? You don’t have CI / CD pipelines? How long does it take to put in production one single line of code through your normal development life cycle?
- 44. Right Bad SideAgile Are you a JIRA slave? - Daily Standups without a physical whiteboard - Daily Standups in front of a TV - Retrospectives in front of your laptop so that you can write the confluence page
- 45. Right Bad SideAgile Do you have dependencies between teams in order to get stuff delivered?
- 46. Right Bad SideAgile Your teams don’t have Autonomy? Mastery? Purpose?
- 47. Right Bad SideAgile Your teams don’t have Autonomy? Mastery? Purpose? Intrinsic Motivation
- 48. Right Bad SideAgile Are you afraid of having your velocity dropped? Or afraid of not having 100% sprint completeness (story points delivered vs committed)? Do you have managers asking to close untested user stories just because the burndown graphs need to “look good”.
- 49. Right Bad SideAgile Are you afraid of having your velocity dropped? Or afraid of not having 100% sprint completeness (story points delivered vs committed)? Do you have managers asking to close untested user stories just because the burndown graphs need to “look good”. 1. Psychological safety The five keys to a successful Google team
- 50. Right Bad SideAgile You don’t know the velocity/capacity of your teams? Is it per person or per team?
- 51. Right Bad SideAgile How many of you still estimate in time (e.g. days, hours)? Or have points directly translated into time (e.g. 1 point equals to 1 day)? Do you know if points means time, complexity or effort? Have you ever heard of the #NoEstimates movement?
- 52. Right Bad SideAgile Your teams aren’t doing DevOps? - making their own releases? - supporting their applications in live? - doing on-call?
- 53. Right Bad SideAgile Are your performance reviews only at the individual level?
- 54. Right Bad SideAgile Do you manage the resources instead of the flow?
- 55. Right Bad SideAgile Are you just being Agile in Software Engineering? What about the rest of the company? Where is the learning fast and improve? How long do you need to wait to get customer's feedback? If you get any at all…
- 56. Right Bad SideAgile Agile experts/gurus/coaches saying: - "It depends” - “I’m not here to give you answers” - "Agile is something that you feel" - “Fail fast, fail cheap” - “Celebrate failure” - “We are Agile… we don’t have deadlines”
- 57. No wonder somefolks announced Agile’s “death” Agile is Dead… Long live continuous delivery Agile is Dead… Long live code reviews
- 58. No wonder somefolks announced Agile’s “death” Agile is Dead… Long live continuous delivery Agile is Dead… Long live code reviews But they don’t make any sense
- 59. eXtreme Programming “belongs”to Agile
- 60. But we alsosaw some legit “deaths” Agile is Dead… Long live Lean Agile is Dead… Long live Waterfall
- 61. So why isAgile Dead?
- 62. We completely missedthe 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”
- 63. We completely missedthe purpose 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
- 64. We completely missedthe purpose 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...
- 65. What are wemeasuring anyway?
- 66. What are wemeasuring anyway? 8 º 1 2 º
- 67. What are wemeasuring anyway? [We are improving! ] 8 º 1 2 º 1 º 2 º
- 68. How many changeshave you seen lately On your processes? On your practice? On your values and principles? On your mindset?
- 69. Which makes mewonder 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?
- 70. Popcorn Time Flowfor Experimentation Claudio Perrone
- 71. Do you believeScrum is enough?
- 72. Do you believeScrum is enough?
- 73. Do you believeScrum is enough?
- 74. Do you believeScrum is enough? Agile
- 75. Do you believeScrum is enough? Scrum Agile
- 76. At the endof the day 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
- 77. What about certifications? Whohere holds a CSD/CSM/CSPO Scrum Alliance’s certification? It just means that you or your company had around €1000 to pay for a two or three days training Even the lowest-cost Scrum Alliance course brings its instructor from $3000 to $5000, which is a pretty decent pay for two or three days’ work Controversy in the community
- 78. What about scaling? Frameworkslike silver bullets Controversy in the community
- 79. Agnostic Agile? The needto create more manifestos Controversy in the community
- 80. McKinsey, Deloitte, Accenture,Gartner, HBR? Agile is becoming a business... And “No-one ever got fired for choosing IBM"… Controversy in the community
- 81. How many Agile“experts”? Agile Coaches on my LinkedIn > 21,050 results Scrum Masters on my LinkedIn > 919,508 results Controversy in the community
- 82. So what isNOT the goal of Agile? - Self promotion - Fat bank accounts - Bullshit - Micromanagement - Dogma - Religion - Silver Bullet - Fad - Trend - ...
- 83. So what isthe goal of Agile? To have Happy: - Customers - Developers - Stakeholders - Executives - C-Levels - ...
- 84. Let’s go backto the beginning…
- 85. …look to RFC761 Transmission Control Protocol… (…)
- 86. …look to RFC761 Transmission Control Protocol… (…)
- 87. …and apply itto “Individuals and interactions”
- 88.