8. Henrik Kniberg 8
Agile Manifesto
www.agilemanifesto.org
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.
9. Principles behind the Agile Manifesto
• 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. Agile = Iterative + Incremental
Henrik Kniberg
Don’t try to get it all right
from the beginning
Don’t build it all at once
cost
value
cost value
14. Decide what you
want to achieve
Go! Notice
what’s getting
in the way
Remove the
biggest
impediment
Henrik Kniberg
Pattern for continuous improvement
The biggest challenge:
• Change is hard.
• And it rarely sticks.
16. Key elements of change
Henrik Kniberg
MOTIVE
Why do we want to be there?
PROGRESS METER
How will we know if we are
moving in the right direction?
NEXT STEP
What is the next step
towards this destination?
CURRENT LOCATION
Where are we right now?
DESTINATION
What is the destination?
17. Causes of resistance
Henrik Kniberg
MOTIVE
Don’t want to be there
PROGRESS METER
Don’t see that we are
making progress
NEXT STEP
Don’t see any path
DESTINATION
Don’t understand the destinationCURRENT SITUATION
Don’t see the
current situation
18. Patience!
Things usually get worse before
they get better
Henrik Kniberg
Performance
Time
Current
performanc
e
New
performanc
e
Anticipated
path
Actual path
”chaos”
The middle
looks like
failure!
(Satir change model)
19. Incremental improvement
=> dilute the pain
=> less resistance
=> change becomes a habit, not a one-off project
Henrik Kniberg
Performance
Time
21. • Change starts with You
• Don’t change other people,
motivate them to change themselves
– Give them a reason to change (visualization)
– Show them a way to change. (Small, clear steps)
– Give them support, encouragement, and feedback
Henrik Kniberg
21
DESTINATION
What is the destination?
MOTIVATION
Why do we want to go there?
PROGRESS METER
How will we know if we are moving
in the right direction?
CURRENT SITUATION
Where are we right now?
NEXT STEP
What is the next step
towards this destination?
22. The price of agile
(there is no such thing as a free lunch....)
• Infrastructure Investments
(release automation, test automation, etc)
• Reorganization
(new roles, cross-functional teams, etc)
• New skills
(Vertical story-slicing, retrospectives, agile architecture, etc)
• New habits
(Frequent customer interaction, frequent release, less
specialization)
• Transparancy pain
(problems and uncertainty painfully visible rather than hidden)
Henrik Kniberg
Avoid Big-Bang
transformation!
Do it gradually.
23. Agile is a direction, not a
place
Henrik Kniberg
The important thing is not your process.
The important thing is
your process for improving your process
• Work in small, cross-functional, self-organizing
teams
• Release often & get real user feedback
• Focus on Value rather than Output/Cost
• Experiment a lot with product & process
24. Many thanks to Henrik Kniberg for the slides!
http://blog.crisp.se/author/henrikkniberg