Regardless of what type of work you do, there may be benefits to applying some of the ideas articulated in the Agile Manifesto. This talk illustrates a few first steps you can take and try to uncover opportunities to improve how you deliver value.

1. A POSSIBLE APPROACH TO CONSIDER WHEN
STARTING WITH AGILE
Jeff Kosciejew | www.AgileMagic.ca

3. Think about the best project
you’ve been a part of…
Or the best team you’ve ever
been a part of…
What made it the best?

4. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more. https://agilemanifesto.org/

5. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.
https://agilemanifesto.org/principles.html

6. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

7. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

8. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

9. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

10. Manifesto for Agile Software
Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development

11. Manifesto for Agile Software
Development
We are uncovering better ways of delivering
value by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Delivered value over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development

12. Heart of Agile
https://heartofagile.com/expanding-the-diagram/
Change
Insights Improvements
Income
Collaboration Trust
Experiment Learning
Business
Social
Technical
Cost
Manage Queues
Early Revenue
Include Emotions
Forward Focus
Limit Changes
Concretely
(Solution Focus)
Goals
Results
Aggressively
Emotional Safety
Listen
Step Forward
Let Someone Else Do It
Allow Failure

13. Heart of Agile
https://heartofagile.com/wp-content/uploads/2018/10/HoA-poster-LEGO-pieces.pdf

14. Modern Agile
https://modernagile.org/
https://www.infoq.com/articles/modern-agile-intro/

15. https://businessagility.institute/domains/overview

16. https://www.slideshare.net/AgileNZ/ahmed-sidky-keynote-agilenz
Agile is a
Mindset
Described by
4 Values
Manifested through
Hundreds of Practices
Defined by
12 Principles

17. OKAY… BUT HOW DO
I ACTUALLY DO THIS?

18. https://www.youtube.com/watch?v=abshdgwqz5Q

19. https://www.slideshare.net/ChrisWebb6/last-conference-2016-agile-landscape-presentation-v1
https://medium.com/tech-sojourna/7-things-wrong-with-deloittes-agile-tube-map-641192e20068

20. An Approach to Getting Started
■ Start with what you do now
■ Respect the initial roles & accountabilities
■ Visualize the work (and all of the work) & the
workflow

21. To Do Design Develop Test Deploy Done
Doing
Visualizing Work & Workflow

22. Options Analyze Build Review Deliver Done
Doing
Visualizing Work & Workflow

28. An Approach to Getting Started
■ Start with what you do now
■ Respect the initial roles & accountabilities
■ Visualize the work (and all of the work) & the
workflow
■ Ensure you’re tracking value

29. Completed
Started
Title
Acceptance
Criteria
Robert
Kaylee
Blocked
Reason:
Date:
Days:
ID: Type:
Cards Track Value

30. Cards
■ Each and every card should deliver value to
someone outside the team
■ If your customer, or user, isn’t saying “thank you”
when the card is done, maybe it’s not something
that actually delivered any value to them

31. A late learning strategy
risk
risk
Do the elements integrate with each other?
Do our customers want it?
Does it work?
Value + Learning sooner
First Learning
Opportunity

32. A Warning About Electronic Tools
■ All electronic tools…
(Jira, Kanbanize, Rally, VersionOne, Pivotal Tracker, Trello, SmartSheet, Asana,
Monday.com, Wrike, Azure DevOps – and yes, there are hundreds of others…)
pretty much, have an opinion of how you should work
■ Don’t allow a tool to decide what’s best for you
■ Both the workflow you follow, and the elements of your
card should align to how you work – you shouldn’t be
adjusting the way you work to fit a tool

33. An Approach to Getting Started
■ Start with what you do now
■ Respect the initial roles & accountabilities
■ Visualize the work (and all of the work) & the
workflow
■ Ensure you’re tracking value
■ Limit WIP (Work In Process)

34. Let’s Play a Game
■ Grab a sheet of paper and a pen…

35. Let’s Play a Game
1 A I
When I say go…
üComplete 10 rows – ONE ROW AT A TIME
üWhen you’re done, raise your hand
2 B II
3 C III

36. Round 1
2 B II
3 C III
4 D IV
5 E V
6 F VI
7 G VII
8 H VIII
9 I IX
10 J X
1 A I

37. Round 2
1 A I
When I say go…
üComplete 3 columns – ONE COLUMN AT A TIME
üWhen you’re done, raise your hand

38. Round 2
2 B II
3 C III
4 D IV
5 E V
6 F VI
7 G VII
8 H VIII
9 I IX
10 J X
1 A I

40. To Do Design Develop Test Deploy Done
Doing
Visualizing Work & Workflow

41. To Do Design Develop Test Deploy Done
Doing
Visualizing Work & Workflow
(4) (2) (4) (3) (∞)
Stop starting and start finishing!

42. An Approach to Getting Started
■ Start with what you do now
■ Respect the initial roles & accountabilities
■ Visualize the work (and all of the work) & the
workflow
■ Ensure you’re tracking value
■ Limit WIP (Work In Process)
■ Make system policies explicit

43. Make System Policies Explicit
■ “But… We’re agile…”
■ Explicit policies help everyone understand the state
of the work and its readiness to progress
■ Understand where ‘commitments to act’ are being
made, to measure better, and to improve the flow of
value

44. To Do Design Develop Test Deploy Done
Doing
Make System Policies Explicit
(∞) (4) (2) (4) (3) (∞)
What needs to be true an
item in this state to be
ready to move to the next
step?
1…
2…
3…
1…
2…
3…
1…
2…
3…
1…
2…
3…

45. Why Do These Things?
56

46. Why Do These Things?
Rate at which work is being completed
Rate at which new work is being added

47. An Approach to Getting Started
■ Start with what you do now
■ Respect the initial roles & accountabilities
■ Visualize the work (and all of the work) & the
workflow
■ Ensure you’re tracking value
■ Limit WIP (Work In Process)
■ Make system policies explicit

48. This is a Starting Option
■ Focus on the value you deliver
■ Understand how you deliver that value through your
workflow (work & workflow are two different things)
■ Stop starting and start finishing
■ Look for the step in your workflow that’s impacting your
quality, slowing you down, or not really adding value
– This is tough, but where the magic happens
■ Find ways to continually repeat these steps to improve how
value gets delivered

49. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

50. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

51. Agile Principles
Our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for the customer's
competitive advantage.
Deliver working software
frequently, from a couple
of weeks to a couple of
months, with a preference
to the shorter timescale.
Business people
and developers must
work together daily
throughout the project.
Build projects around
motivated individuals.
Give them the
environment and support
they need, and trust them
to get the job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
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.
Simplicity -- the art of
maximizing the amount
of work not done -- is
essential.
The best architectures,
requirements, and
designs emerge from self-
organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts its
behavior accordingly.

52. A POSSIBLE APPROACH TO CONSIDER WHEN
STARTING WITH AGILE
Jeff Kosciejew | www.AgileMagic.ca