What is Agile? Presentation for a client regarding agile, manifesto, principles . Foundational part of interactive workshop.

1. What is AGILE?

2. –Oxford dictionary definition of word “agile”
“Able to move quickly
and easily.”

4. Historical Context
• 1970 to 1990 foundational theories and
practices of software engineering came into
being
idea was to
equate
software engineering
with
physical engineering

6. But there is a key difference
• Projects in civil or mechanical engineering
rarely change over the course of a decade or
more.
• If you need to design a bridge or a high-rise
building today, it's very likely that the specifics
won't require modification in a year or two.

8. Historical Context
• 1990s - Jeff Sutherland and Ken Schwaber conceived
the scrum process
• Scrum
• for the development of new, complex products
• best results occur when small and self-organizing
teams are given objectives rather than specific
assignments.
• The team has the freedom to determine the best
way of meeting those objectives.
• time-boxed iterative development cycles whose goal
was to deliver working software.

9. Historical Context
• 2001 - Manifesto for Agile Software Development
• “lightweight" method
• proponents of
• Extreme Programming,
• SCRUM, DSDM, Kanban
• Adaptive Software Development, Crystal,
Feature-Driven Development, Pragmatic
Programming
• Lean Startup

10. Agile Manifesto

12. –Anonymous
“The true agile spirit is based on
the capability to flow with ongoing
changes and not blocking them.”

14. "Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software."

15. "Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software."
Satisfy the Customer

16. "Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive advantage."

17. “Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive advantage.”
Embrace Change

18. "Deliver working software frequently,
from a couple of weeks to a couple
of months, with a preference to the
shorter timescale."

19. "Deliver working software frequently,
from a couple of weeks to a couple
of months, with a preference to the
shorter timescale."
Frequent Delivery

20. "Business people and
developers must work together
daily throughout the project."

21. "Business people and
developers must work together
daily throughout the project."
Cross-Functional
Collaboration

22. "Build projects around motivated
individuals. Give them the
environment and support they need,
and trust them to get the job done."

23. "Build projects around motivated
individuals. Give them the
environment and support they need,
and trust them to get the job done."
Support and Trust

24. "The most efficient and effective
method of conveying information
to and within a development team
is face-to-face conversation."

25. "The most efficient and effective
method of conveying information
to and within a development team
is face-to-face conversation."
Face-to-Face Conversation

26. “Working software is the
primary measure of
progress.”

27. “Working software is the
primary measure of
progress.”
Working Software

28. "Agile processes promote sustainable
development. The sponsors,
developers, and users should be able to
maintain a constant pace indefinitely."

29. "Agile processes promote sustainable
development. The sponsors,
developers, and users should be able to
maintain a constant pace indefinitely."
Sustainable Pace

30. "Continuous attention to
technical excellence and
good design enhances agility."

31. "Continuous attention to
technical excellence and
good design enhances agility."
Technical Excellence

32. "Simplicity--the art of
maximizing the amount of
work not done--is essential."

33. "Simplicity--the art of
maximizing the amount of
work not done--is essential."
Keep it Simple

34. "The best architectures,
requirements, and designs emerge
from self-organizing teams."

35. "The best architectures,
requirements, and designs emerge
from self-organizing teams."
Self-Organization

36. "At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
its behavior accordingly."

37. "At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
its behavior accordingly."
Inspect and Adapt

38. "At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
its behavior accordingly."
Inspect and Adapt
RETROSPECTIVE

39. Q&A

40. Jan Palencar
email. jan.palencar@gmail.com
twitter @JanPalencar
insta: @johnny_b__goode