This document discusses the roots and evolution of agile methodologies. It traces agile back to problems with traditional heavyweight processes in the 1980s and the development of early agile frameworks like Scrum, XP, and DSDM. It then covers key agile concepts like collaboration, communication, and self-organizing teams. Finally, it summarizes popular methodologies like Scrum, XP, and Kanban, and looks at future trends like Scrumban, lean startup, and the potential decline of rigid project constraints. The overarching message is that teams should adopt agile principles and tailor processes and practices to their specific needs.

1. You think you know agile?The where, what and how of agilenathan.gloyn@dotnetsolutions.co.ukDesign Code Releasenathangloyn@NathanGloyn

2. AgendaYou Decide!

3. ROOTS...

4. Roots...When agile was born…Heavy weight project management processesMisunderstood requirementsMissed deadlines or death march projectsInability to change requirementsApplications with lots of defectsIncreases the cost

5. Roots...Scrum – first described1986DSDM, Adaptive Software DevelopmentScrum19951996Extreme Programming (XP), Crystal Clear1997Feature Driven Development2001Agile Manifesto2004Kanban??

6. Roots...Agile ManifestoIndividuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a planThat is, while there is value in the items on the right, we value the items on the left more.

7. Roots...Agile Manifesto – 12 PrinciplesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)

8. Roots...Agile Manifesto – 12 PrinciplesWorking software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developers

9. Roots...Agile Manifesto – 12 PrinciplesFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good design

10. Roots...Agile Manifesto – 12 PrinciplesSimplicitySelf-organizing teamsRegular adaptation to changing circumstances

11. Concepts

12. ConceptsControl

13. ConceptsCommunication

14. ConceptsCollaboration

15. ConceptsCooperation

16. ConceptsCommitment

17. Team

18. TeamThe team is:Critical to successNot a bunch of individualsNo Hero’sNot dependent on any memberEmpoweredTrusted

19. TeamWho is in the team?Team MemberProduct OwnerCustomer

20. TeamWho is a Team Member?DeveloperTesterBusiness AnalystTeam LeadArchitectProduct Owner

21. TeamDo we need a product owner?Focus on what to deliverCustomer ProxyProduct ManagerProject Manager not a good fitNot good idea to be a team lead or manager

22. TeamWhere does a Scrum Master/Coach fit in?Guardian of the teams processServant/LeaderHelps foster the idea of “team”Should never be a team lead or managerFocused on helping team deliver

23. TeamDo we need a project manager?Generally noResponsibilities distributedProduct ownerCoach/Scrum MasterSome projects have to be waterfall

24. TeamGeneralistORSpecialist?

25. TeamA Self <?> TeamSelf OrganisingSelf DirectingSelf Managing

26. Methodologies

27. MethodologiesCurrently 3 main stream:ScrumXPKanban

28. Methodologies: Scrum

29. Methodologies: ScrumTO DOWIP Done

30. Methodologies: XP

31. Methodologies: XPTO DOWIP Done

32. Methodologies: KanbanInput QueueIn ProcessDoneAvailable capacity

33. Methodologies: KanbanTO DOWIP (2)Done

34. MethodologiesCommonalities:Visibility/TransparencyUser storiesPull BasedDefinition of doneSustainable paceContinuous Improvement

35. Methodologies: Helicopter ViewScrumXPKanbanPlan releasePlan iterationWork through itemsRelease when “Done, Done”Iteration RetrospectiveRelease RetrospectivePlan sprintWork on items in sprintReviewRetrospectiveInput queuePull item to workWork until meets done criteriaRepeat

36. Methodologies: MeetingsScrumXPKanbanRelease PlanningIteration PlanningStandupIteration RetrospectiveRelease RetrospectiveDaily Stand-upSprint ReviewSprint RetrospectiveSprint PlanningBacklog groomingNone

37. Methodologies: RolesScrumXPKanbanCustomerCoachTeamCustomerProduct OwnerScrum MasterDevelopment TeamWhat ever you currently have

38. Methodologies: ArtifactsScrumXPKanbanBoardChartsMore charts!Card BoardBacklogDefinition of DoneBurndownBoardWhat ever reports you wish to create

39. Methodologies: MetricsScrumXPKanbanLead timeCycle timeThroughput performanceDue date completionetcVelocityVelocity

40. Methodologies:Continuous ImprovementScrumXPKanbanKaizen cultureKaizen blitzSlackInspect & AdaptSprint retrospectiveIteration retrospectivesRelease retrospective

41. Methodologies: Differentiators Scrum EstimationCommitment Forecasting Iterations Team decide what to pull into an iteration

42. Methodologies: Differentiators XPShort Iterations“Done, Done”Rules5 Values14 Principles24 Practices

43. Methodologies: Differentiators KanbanFlowCadencePoliciesClasses of Service

44. Methodologies: Comparison

45. Lean

46. LeanWhat is Lean?From manufacturingToyota Production System (TPS)Just In Time (JIT) productionKanban cardKaizenPoppendicksLean Software Development: An Agile Toolkit (2003)David J AndersonKanban - Successful Evolutionary Change for your Technology Business

47. Lean: PrinciplesEliminate Waste

48. Lean: PrinciplesBuild Quality In

49. Lean: PrinciplesCreate Knowledge

50. Lean: PrinciplesDefer Commitment

51. Lean: PrinciplesDeliver Fast

52. Lean: PrinciplesRespect People

53. Lean: PrinciplesOptimise the whole

54. What’s next?

55. What’s next?ScrumBanLean StartupThe rise of leanDeath of the Iron triangle?

56. What’s next: ScrumbanMixture of Kanban & ScrumWorkflow of KanbanBacklog column for iterationReady column for higher priority workMeetings of Scrum

57. What’s next: The rise of leanThe next best thing?Beware marketing speakCan help whatever process you are usingKanban

58. What’s Next: Lean Startup“new methodology”Focused on getting product “out there”More a business methodologyKanban great fitBeware comparisons to agile

59. What’s Next: Lean Startup

60. What’s next: Death of the Iron triangle?Cost exists anywayQuality should be a givenScope flexiblePossibly in enterprisesUnlikely with external clients

61. Sum up

62. SummaryLots of ideasPull in what worksThrow away what doesn’tCreate your own processStay true to principlesnathan.gloyn@dotnetsolutions.co.ukDesign Code Releasenathangloyn@NathanGloyn