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agile is not.pptx
- 1. Agile is not… ◦ New ◦ A methodology or framework for managing software development ◦ A green light to skip planning or documentation ◦ Less discipline and structure for teams ◦ Scrum, Kanban, TDD, XP, or any other framework (see first bullet)
- 2. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 12 Principles of the Agile Manifesto Business people and developers must work together daily throughout the proje At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale The most efficient and effective method of conveying information to and within a development team is face-to- face conversation. Simplicity--the art of maximizing the amount of work not done--is essential The best architectures, requirements, and designs emerge from self-organizing teams Working software is the primary measure of progress Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility.
Editor's Notes
- Walter Shewhart of Bell Labs started doing PDSA (Plan Do Study Act) cycles –an iterative and incremental-development methodology– in the 30’s. His mentee, a scientist named W. Edwards Deming, was sent to Japan after WW II to assess the country’s industry and identify its needs. In 1947 he introduced this iterative philosophy in seminars at filled university halls in Japan. His words eventually were compiled into a book which he declined the royalties for, so the Japan union of scientists used it to create the Deming Prize in ‘51. The Deming Prize is the longest-running and one of the highest awards in the world, and the first (and as of 2014 the only) global quality award. It recognizes both individuals for their contributions to the field of quality and businesses that have successfully implemented exemplary systems that promote quality of goods and services. "Quality," said Deming, "has no meaning except as defined by the desires and needs of customers." One attendee of Deming’s seminars was Taiichi Ohno, Toyota's chief production engineer. Ohno helped develop the Toyota Production System (called ‘Lean Production’ in the West) - which is based on the philosophy of the complete elimination of all waste in pursuit of the most efficient method Helped create the basic framework for the Just-in-Time method— a pull system for making things when they are needed thus avoiding waste—and the use of the KANBAN card system Through the changes made, productivity increased fourfold in ten years An investigation into fraud at Toyota (due to it being profitable in the 70’s when there was a global gas crisis) revealed this secret system to the world Ohno introduced giving self-organizing teams a problem or need without instruction, allowing them to come up with solutions Teams were empowered to stop production if a defect was detected, they took pride in the quality of the cars that came off the line, as opposed to mass producing products with defects At first there was mass chaos but once they got into a groove, the benefits were clear– better quality cars and a lower price In the 50’s NASA and the USAF used iterative and incremental methods to create the X-15 Hypersonic jet In 1986, Hirotaka Takeuchi and Ikujiro Nonaka published an article in Harvard Business Review called “The New New Product Development Game” where they describe a “rugby” approach, “where a team tries to go the whole distance as a unit, passing the ball back and forth.” In 1993 Jeff Sutherland, one of the scrum founders, discovered this lean approach for manufacturing and borrowed key ideas from it to create a solution for software development called Scrum In 1995, he and longtime colleague, Ken Schwaber, presented scrum to the public for the first time In 2001, the ‘organizational anarchists’ met in Utah, where they collaborated with proponents of other ‘lean’ frameworks to create the “Manifesto for Agile Software Development” From 2001 and on, all development frameworks that aligned with the 12 Principles Behind the Agile Manifesto would be known as ‘agile techniques’ The founders all agreed to spread agile principles, creating working groups which grew enough that they created the Agile Alliance non-profit to help support the movement Throughout the 2000’s, lean and kanban were accepted as ‘agile techniques’ along with their hybrids: scrumban, lean scrum Now it has spread throughout businesses of all kinds, and it will continue to spread to improve innovation processes in nearly every function of every industry.