Agile Values, French Values and Your Company

© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
File
1

Beyond
Scrum

Get Started!
•  Stand up!
•  Speak with three people from outside your region.
Discuss:
•  What characteristics define French people?
•  How are people from your region different from their neighbors?
•  What aspects of Scrum and Agile seem strange or alien to you?
•  What problems do you have/foresee doing Scrum & Agile?

I help my customers thrive in the 21st century
@peterstev

peter@sierra-‐charlie.com

scrum-‐breakfast.com

Scrum doesn’t work <here>!
or will it?

•  What are values?
•  What are French Values?
•  What are Agile Values and Principles
•  Applying the Agile Manifesto to other parts of the
company

What are values?

Values are a guide to making decisions
Because we believe in
<some value> [over <some-other-value>]
we will take
<some course of action>

Examples
•  Because our company believes in maximizing share
holder value, we will fire rather than retrain employees
•  Because we value cost-efficiency over customer delight,
we do not respond generously to customer complaints.
•  Because I believe in transparency, I will tell the whole
truth about the state of my tasks
•  Because I believe in focus, I will only work on one story
at a time

What does it mean to be
French?

What does it mean to be French?
•  As a Frenchman/Frenchwoman,
•  Because I believe in _____,
•  I would do _____
•  instead of ______
•  Work in pairs
•  Create 3 to 5 examples on post its and put on the board
•  We will share examples

What are
Agile and Scrum values?

We are looking for better ways to develop software…

Less important != unimportant
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important

More
Important

The
Agile
Manifesto

Inspect and Adapt Everything is
Time-Boxed
The Team Solves the
Whole Problem
Key Elements of Scrum Limit Complexity

Earning

Value

Scrum creates opportunities to inspect and adapt
max
30
Days

Done

PotenIally

Shippable

Product
RetrospecIve

Review

Planning
1

Daily
Scrum

Product
Backlog

Planning
2

Applying Agile Values in
Your Context

Values provide guidance
“We
are
looking
for
beOer
ways

to
develop
soPware…”

Important
More
Important

“We
are
looking
for
beOer
ways

to
develop
soPware…”

Important
More
Important

later

“We
are
looking
for
beOer
ways

to
develop
soPware…”

Important
More
Important

even

later

later

Step 1 – Agree to get better
“We
are
looking
for
beOer
ways

to
develop
soPware…”

Step 1 – Agree to get better
“We
are
looking
for
beOer
ways

to
develop
soPware…”

Hint:

get
permission
to
improve

get
permission
to
change
every
week

Step 2 – Identify your customer visible value
What is the customer visible value
of the HR Department?
“We
are
looking
for
beOer
ways

to
create
customer
visible
value
…”

Want context do you want to make more agile?
•  Pick a department or function
•  What is its primary customer visible value?

Step 3 – make small changes to the Agile Manifesto
to match your context
“We
are
looking
for
beOer
ways

to
develop
soPware…”

Important
More
Important

Step 3 – make small changes to the Agile Manifesto
to match your context
Customer Visible Value Extensive Documentation
Important
More
Important

“We
are
looking
for
beOer
ways

to
create
customer
visible
value
…”

Create your XXX manifesto!
•  We are looking for better ways to do…

We are looking for better ways to manage a company…

We are looking for better ways to manage a company…
Agile
Enterprise
Management

guiding
organizaIons

great
organizaIons

Step 4 – Do the same for the Agile Principles
1.  Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
2.  Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3.  Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4.  Business people and developers must work
together daily throughout the project.
5.  Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6.  The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation.
7.  Working software is the primary measure of
progress.
8.  Agile processes promote sustainable
development.
9.  The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
10.  Continuous attention to technical excellence
and good design enhances agility.
11.  Simplicity--the art of maximizing the amount of
work not done--is essential.
12.  The best architectures, requirements, and
designs emerge from self-organizing teams.
13.  At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behavior accordingly.

Step 4 – Create your Agile Principles
1.  Our highest priority is to satisfy the customer
through early and continuous delivery of
customer visible value.
2.  Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3.  Deliver customer visible value frequently,
from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4.  Business people and our staff must work
together daily throughout the project.
5.  Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6.  The most efficient and effective method of
conveying information is face-to-face
conversation.
7.  Delivered customer visible value is the
primary measure of progress.
8.  Agile processes promote sustainable delivery
of customer visible value .
9.  The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
10.  Continuous attention to technical excellence
and good design enhances agility.
11.  Simplicity--the art of maximizing the amount of
work not done--is essential.
12.  The best architectures, requirements, and
designs emerge from self-organizing teams.
13.  At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behavior accordingly.

Step 5 – Evaluate Decisions, Policies and Practices
in light of these values
•  What
was
the
decision?

•  What
did
it
value?

•  If
you
had
valued

something
on
the
leP

more,
how
would
you

have
decided?

•  What
impact
would

that
have
had
for
your

company,
staﬀ
or

customers?

•  Adjust
your
values

appropriately!

Customer Visible Value Extensive Documentation
Important
More
Important

“We
are
looking
for
beOer
ways

to
create
customer
visible
value
…”

Identify recent decisions or policies that may be in conflict
with your Agile Manifesto
•  What was the decision?
•  What did it value?
•  If you had valued something on the left more, how would
you have decided?
•  What impact would that have had for your company, staff
or customers?

Step 6 – Identify improvement potential based on your Agile Principles

Identify improvement potential
Go through your Agile Principles, and identify concrete
improvement potential that you might apply next week.
Write each idea on a post-it, identified by the principle
implements.

Consolidate and Prioritizes
You now have a product backlog

“Done”
Now is the time to consider using
Scrum to manage the change process

Agile Values, French Values and Your Company

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Agile Values, French Values and Your Company

Similar to Agile Values, French Values and Your Company (20)

More from Peter Stevens

More from Peter Stevens (20)

Recently uploaded

Recently uploaded (20)

Agile Values, French Values and Your Company