The document discusses agile principles and metaphors. It first reviews some statistics and criticisms of agile practices. It then covers the values and principles in the Agile Manifesto. Two metaphors are presented: software development as gardening and as a complex adaptive system. The document emphasizes that agile principles should guide practices, and that experience applying theories is important. Practices without principles risk being aimless, while principles without practices are just intellectual concepts.

1. 애자일 본질의 탐구

2. 1. Agile Again? Some statistics
2. Criticism on Agile
3. 1st Metaphor & Values and Principles
4. 2nd Metaphor & Complex System
5. Some Related Theories

3. https://www.researchgate.net/figure/Forrester-Research-Agile-Adoption-rate-rises-
Source-http-wwwforrestercom-13_fig19_249011841

4. 1,319 surveys and 17% are customers of the company
https://www.stateofagile.com/#ufh-c-473508-state-of-agile-report

5. 1. Agile Again? Some statistics
2. Criticism on Agile
3. 1st Metaphor & Values and Principles
4. 2nd Metaphor & Complex System
5. Some Related Theories

6. https://www.linkedin.com/pulse/when-sdlc-experts-argue-agile-scrum-noah-kaufman/

7. https://www.agitma.nl/dilbert-saves-the-agile-day/

8. • Re-invent pretty much the same agile process
every third year
• There is no silver bullet. Poor teams fail with
Scrum and Kanban.
• Go back to Agile Manifesto
• The important part of your process should be
to implement best practices like test-driven
development, unit-testing, continuous
deployment, pair programming, version control,
branching etc.
https://thomasardal.com/scrum-kanban-agile-who-the-f-cares/

9. • Why “Agile” and especially Scrum are terrible
– Michael O. Church’s article on 2016
• Violent transparency
– Micro-management or Disagreement on delegation level
• Business-driven engineering
– How engineering can survive without business?
• Terminal juniority
– Loosing seniors and Leaving the juniors.
– Not good for Architect and R&D.
– How about Software Craftmanship?
– Functional team vs Cross-functional team
• Wrong usage of agile methods
– Pick low performer from visibility
– Clients who don’t know what they want
• manage the client  Agile way.
• accept client misbehavior.  Not agile way
https://michaelochurch.wordpress.com/2015/06/06/why-agile-and-especially-scrum-are-terrible/

10. • Scrum was crap (at least for me)
– Getting Lower performance after adoption
• It might be natural and temporary
– Sudden High Priority Jobs and Spoil the sprint
• Do we need to stick original Scrum?
– No achieved goal and Nobody has responsibility
• How to manage the goal?
– Top-down approach with adoption resistance
• How to manage the change?
https://jinhojapan.tistory.com/72

11. 1. Agile Again? Some statistics
2. Criticism on Agile
3. 1st Metaphor & Values and Principles
4. 2nd Metaphor & Complex System
5. Some Related Theories

12. https://www.infoq.com/articles/change-practices-principles-values/

13. https://agilemanifesto.org/

16. https://beyondagilemanifesto.org/
https://www.infoq.com/minibooks/agile-values-principles/

17. • Heart of Agile says that we should go back to
the essence, which is four words:
– Collaborate
– Deliver
– Reflect
– Improve
https://medium.com/agile-insights/heart-of-agile-vs-modern-agile-3c47d34e8c6
https://www.infoq.com/minibooks/agile-values-principles/

18. • Make people awesome
• Deliver value continuously
• Make safety a prerequisite
• Experiment and learn rapidly
https://medium.com/agile-insights/heart-of-agile-vs-modern-agile-3c47d34e8c6
https://www.infoq.com/minibooks/agile-values-principles/

19. 1. Agile Again? Some statistics
2. Criticism on Agile
3. 1st Metaphor & Values and Principles
4. 2nd Metaphor & Complex System
5. Some Related Theories

21. • No book of gardening, however complete,
makes you a gardener.
– First you have to garden,
– then join the community of gardeners,
– then teach others to garden. Then you are a
gardener.
• So it is with XP. Reading the book won't make
you an extreme programmer.
– That only comes with programming in the extreme
style,
– Participating in the community of people who share
these values and at least some of your practices
– Sharing what you know with others.

22. • Practice: The things you do day-to-day.
– Knowing how to digging, planting, watering and weeding is not
being a master gardener.
• Value: The roots of the things we like and don't like in a
situation
• Relationship between Practice and Value
– Values bring purpose(목적) to practices
– Practices are evidence(증거) of values.
– Practices bring accountability(책임) to values
• Principle: Bridging the gap between values and practices
– the principle of companion planting where adjacent plants make
up for each others’ weaknesses.

23. • Code is organic, not mechanical.
• Like a garden, code needs constant maintenance.
– Look after its soil, Remove weeds, Water it, Remove dead
plants, plant new ones, and trim or rearrange existing to
make healthy, looking nice and whole.
– With basic and regular maintenance, the garden will
always look great
– if we neglect it, it will require much more effort to make it
look good again.
• Code is no different.
– If we don’t look after it constantly, the code starts to
deteriorate as changes and new features are added.
– Bad design choices, lack of tests, and poor use of
languages and tools will make the code rot faster.
– Gradually, other parts of the code will also be
contaminated up to the point that the whole code base is
extremely ill, making it painful and costly to maintain it.

24. • Growing instead of building
• Incremental Development:
– So it must be with our software systems (In other
words, software system is similar to complex system
such as living things). Some years ago Harlan Mills
proposed that any software system should be grown
by incremental development.
– That is, the system should first be made to run, even
though it does nothing useful except call the proper
set of dummy subprograms.
– Then, bit by bit it is fleshed out, with the
subprograms in turn being developed into actions.

25. • Agriculture
– We stopped talking about building teams, and talked
instead of growing them.
– The agricultural image seemed right. Agriculture isn’t
entirely controllable.
– You enrich the soil, you plant seeds, you water
according to the latest theory, and you hold your
breath. You just might get a crop; you might not.
– If it all comes up roses, you’ll feel fine, but next year
you’ll be sweating it out again.
– That’s pretty close to how team formation works.

26. • Three more ideas
– Living systems grow fast in the beginning and then reach
a level of maturity. Mature systems don’t need to be
looked after as often as the young systems.
– When a garden is not managed, it will simply keep
growing but in another direction than what was intended.
It’s the same with software systems and teams.
– Many growing systems have a certain life expectancy.
They have a tendency to wither away and die.
• Developer and Manager as a Gardener
– Seed, feed, and nurture the systems
– Young systems need more care than mature ones.
– Weed out everything that draws energy away from our
healthy growing systems
– When the time has come, we recognize when to replace
the old with the new.

27. 1. Agile Again? Some statistics
2. Criticism on Agile
3. 1st Metaphor & Values and Principles
4. 2nd Metaphor
5. Some Related Theories

28. https://www.martinfowler.com/articles/agileFluency.html

29. https://www.martinfowler.com/articles/agileFluency.html

32. https://www.hsdinstitute.org/resources/complex-adaptive-system.html

33. Experience without theory is blind,
but theory without experience is
mere intellectual play
Immanuel Kant

34. Practice without theory is blind,
but theory without practice is
mere intellectual play