Talk delivered by Craig Smith at Scrum Australia 2014 in Sydney on 21 October 2014. With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results. Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.

1. Agile MethodsCraig SmithMinutesin

2. Welcome…

3. Let’s Go!

4. Foundations

5. Agile Manifesto
--

6. Agile Manifesto
--
17 signatories 2001 agilemanifesto.org
Values
Principles
Signatories

7. Scrum
1

8. Scrum
1
Jeff Sutherland / Ken Schwaber1996 scrumguides.org
“A framework within which people can address complex adaptive problems, while
productively and creatively delivering products of the highest possible value.”
Process
Roles
Theory
Basis for most iterative processes / methods currently in use.
Opinion
+
-

9. Scrumbut(Scrumand)
1a

10. ScrumBut(ScrumAnd)
1a
Eric Gunnerson2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx
“We're doing Scrum but...”
“We use Scrum and...”
Ken Schwaber2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/
ScrumButvs
ScrumAnd
ScrumAnd
framework
“We use Scrum and we are collaborating and brainstorming within the Scrum Team to increase value every Sprint.”
"We're doing Scrum but..."
our sprints are 12 weeks long”
ScrumBut
ScrumAnd

11. Extreme Programming (XP)
2

12. Extreme Programming (XP)
Kent Beck 1996 extremeprogramming.org
“Extreme Programming is the first popular methodology to view software development as an exercise in coding rather than an exercise in management.”
Principles
Values
2
Process
Practices
+
-
Practices have become software engineering good practice
Opinion

13. Crystal
3

14. Crystal
3
Alistair Cockburn 1992 alistair.cockburn.us/crystal+methodologies
“Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software development methodologies… designed to scale by project size and criticality”
Methodology:
Size vs Criticality
Properties
+
-
Exploratory 360 degree
Early victory
Walking skeleton
Incremental
rearchitecture
Information radiators
Strategies

15. Dynamic Systems Development Method (DSDM)
4

16. Dynamic Systems Development Method (DSDM)
4
DSDM Consortium 1994 dsdm.org
“Incorporates project management disciplines… to ensure… project benefits are clear,… proposed solution is feasible and …solid foundations in place…”
Process
Deliverables
MoSCoWPractice
Principles
+
-

17. Feature Driven Development (FDD)
5

18. Feature Driven Development (FDD)
5
Jeff De Luca 1997 featuredrivendevelopment.com/
“a recipe for simplified, enhanced and measurable project management: patterns of play that bring success.”
Process
Parking LotPractice
Best Practices
+
-

19. Adaptive Software Development (ASD)
6

20. Adaptive Software Development (ASD) /
Adaptive Leadership
6
“Adaptive Software Development does not provide a set of prescriptive
rules or tasks, but a framework of concepts, practices, and guidelines”
Jim Highsmith1992 adaptivesd.com
Lifecycle
Characteristics
Agents
Environments
Emergence
Complex Adaptive
Systems (CAS) Theory
+
-

21. Lean

22. Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System
7

23. Lean / Lean Manufacturing / Lean Enterprise / Toyota Production System
7
“Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…”
Eli Whitney TaichiOno James Womack 1850 1936 1990 lean.org
Lean Principles
Improvement Kata
8 Wastes (Muda)
+
-

24. Lean Software Development
7a

25. Lean Software Development
7a
“Lean uses less of everything compared with mass production… As it inevitably spreads… will change almost everything in almost every industry…”
Mary & Tom Poppendieck2003 poppendieck.com
7 Principles /
22 Tools
+
-

26. Deming System of Profound Knowledge
8

27. Deming System of Profound Knowledge
8
“An effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organization…”
W. Edwards Deming1939 deming.org
Theory of
Knowledge
Knowledge of Variation
Systems Thinking
14 points for management
+
-

28. (Product Development) Flow
9

29. (Product Development) Flow
9
“...the dominant paradigm for managing product development is wrong.
Not just a little wrong, but wrong to its very core.”
Donald G. Reinertsen2009 lpd2.com / leanproductflow.com
Optimum
Batch Size
High Delay Cost
Job First
Failure to correctly quantify economics
Blindness to queues
Worship of efficiency
Hostility to variability
Worship of conformance
Institutionalization of large batch sizes
Underutilization of cadence
Managing timelines instead of queues
Absence of WIP constraints
Inflexibility
Noneconomic flow control
Centralized control
12 Cardinal Sins
175 Principles
+
-

30. Kanban(Modern Management Methods)
10

31. Kanban(Modern Management Methods)
10
“...evolutionary change model that utilizes a kanban(small k) pull system, visualization, and other tools to catalyzethe introduction of Lean ideas into technology…”
David J. Anderson2010 djaa.com
Start with what you do now
Agree to pursue incremental,
evolutionary change
Respect the current process, roles,
responsibilities and titles
Leadership at all levels
Kanban Board
4 Principles
5 Core
Properties
+
-

32. Personal Kanban
11

33. Personal Kanban
11
“...provides a light, actionable, achievable framework for understanding our work and its context.”
Jim Benson / TonianneDeMariaBarry2011 personalkanban.com
2 Rules of
Personal Kanban
Get your stuff ready
Establish your value stream
Establish your backlog
Establish your work in progress limit
Begin to pull
Reflect
5 Steps
+
-
Throughput

34. Lean Startup
12

35. Lean Startup
12
“It's ultimately an answer to the question ‘How can we learn more quickly what works, and discard what doesn't?”
Eric Ries2008 theleanstartup.com
5 Principles
Process
Popularised
+
-

36. Extensions

37. Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall)
13

38. Hybrid Agile (Scrumban, Xanpan, Nonban, Water-Scrum-Fall)
13
“Using one or more aspects of different methods
Xanban
Water
Scrum
Fall
Scrumban
Nonban

39. ScrumPLOP
(Pattern Languages of Programs)
14

40. ScrumPLOP
(Pattern Languages of Programs)
14
“ScrumPLoPmission is to build a body of pattern literature around…
communities, describing… insights, so we can easily share them.”
Jeff Sutherland / Jim Coplien2010 scrumplop.org
Pattern
Spreadsheet
Pattern
Map
+
-

41. Enterprise Transition Framework(ETF)
15

42. Enterprise Transition Framework(ETF)
15
“…focus of ETF is to allow an organization to implement continuous improvement
and to experience change in an empirically controlled way.”
Agile422014 agile42.com/en/agile-transition/etf/
+
-
Framework

43. Accelerated Agile
16

44. Accelerated Agile
16
“…Brings agile principles into the 21st century… to think differently about design, architecture, development & testing, operations, automation & team dynamics…”
Dan North2010 dannorth.net
3 ages of agile
Avoiding problems
Fits in my head
Micro services
Focussedeffort
Release mentality is harmful
Software: asset or liability
Blink estimation
Thoughts
Workshop Agenda
Deliberate Discovery
+
-

45. Extreme Manufacturing (Wikispeed)
17

46. Extreme Manufacturing (Wikispeed)
17
“…Set of technical practices and management principles to go from an idea to a product or service in the customers hands in less than 7 days.”
Joe Justice2008 wikispeed.org
Wikispeed
Process
-
+

47. Certifications
(BABOK / PMI ACP / icAgile/ …)
18

48. 18
PMI-ACP
IIBA BABOK Agile Extension
PRINCE2 Agile Best Practice
ICAgile
Certification
Certifications
(BABOK / PMI ACP / icAgile/ …)

49. Scale

50. Agile Unified Process(AUP)
19

51. Agile Unified Process(AUP)
19
“…A simplified version of the Rational Unified Process (RUP)…”
Scott Ambler2005 ambysoft.com/unifiedprocess/agileUP.html
Lifecycle
Philosophies

52. Disciplined Agile Delivery (DAD)
19a

53. Disciplined Agile Delivery (DAD)
19a
“…People-first, learning-oriented hybrid agile approach… has a
risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.”
Scott Ambler2012 disciplinedagiledelivery.com
Lifecycle
Scaling
Key Aspects
+
-

54. Enterprise Unified Process(EUP)
19b

55. Enterprise Unified Process(EUP)
19b
“…a full-fledged software process
…is an extension to the solution delivery methodologies such as DAD.”
Scott Ambler1999 enterpriseunifiedprocess.com
Lifecycle
When to Adopt
+
-

56. Large Scale Scrum
(LeSS)
20

57. Large Scale Scrum
(LeSS)
20
“…a label to imply regular Scrum plus the set of tips we have seen work in large multiteam, multisite and offshore agile development.”
Craig Larman/ Bas Vodde2008 craiglarman.com
Large Scale Scrum FW-1 (up to 10 teams)
Large Scale Scrum FW-2 (many teams)
+
-

58. Enterprise Scrum
21

59. Enterprise Scrum
21
“… provide an expanded and more detailed framework foundation of Scrum so that we
can use Scrum for business, generic or scalable purposes.”
Mike Beedle2010 enterprisescrum.com
Model
Business Skin
Improvement Cycles
+
-

60. Scaled Agile Framework (SaFE)
22

61. Scaled Agile Framework (SaFE)
22
“…Interactive knowledge base for implementing agile practices at enterprise scale...
Highlights the individual roles, teams, activities & artifactsnecessary to scale agile…”
Dean Leffingwell2007 scaledagileframework.com
Framework
+
-

62. @Spotify / Squadification
23

63. @Spotify / Squadification
23
“…Scaling using tribes, squads, chapters and guilds”
Henrik Kniberg2012 blog.crisp.se
Principles
+
-
Approach
Engineering
Culture

64. XSCALE (AgileTNG)
24

65. XSCALE (AgileTNG)
24
“We are uncovering better ways to deliver products and services
by improving our teams, enterprises and community.”
Peter Merel2014 agiletng.org
+
-
Framework

66. Development & Testing

67. DevOps
25

68. DevOps
25
“a response to the interdependence of software development and IT operations.”
Patrick Debois2009 jedi.be/blog/
Lifecycle
Relationship
Process
Principles
-
+

69. Programmer Anarchy
26

70. Programmer Anarchy
26
“Developer driven development”
Fred George 2010 db.tt/4qFljVxU
Customer
ProjectManager
Developer
BusinessAnalyst
QualityAssurance / Test
Reduction in Roles
Agile Manifesto & XP Values
StandupsTrust with co location
Story narratives
Retrospectives
Estimates
IterationsResults, not blame
Mandatorypairing
Unit tests, acceptance tests
Refactoring
PatternsSmall, short lived apps
Continuous integration Continuous deployment
Missing
Agile Practices
+
-

71. Mikado Method
27

72. Mikado Method
27
“…a pragmatic, straightforward, and empirical method to plan and perform non-trivial technical improvements on an existing software system.”
Ola Ellnestam/Daniel Brolund2009 mikadomethod.wordpress.com
Analogy
Mikado Graph
+
-
Method

73. Mob Programming
28

74. Mob Programming
28
“All the brilliant people working at the same time, in the same space, at the same computer, on the same thing”
Woody Zuill2012 mobprogramming.org
Group work area
One computer for
programming, all can see
Driver/navigator
15 minute rotations
Team communication
ownership
Whole Team
Rotation
Key
Practices
Process
+
-

75. TDD / ATDD / BDD / SBE
29

76. TDD / ATDD / BDD / SBE
29
“Begin with the end in mind…”
Kent Beck Dan North Gojko Adzic 1994 2006 2011
TDD / ATDD
Process
Deriving scope from goals
Specifying collaboratively
Refining specifications
Automating tests based on examples
Validating frequently using tests
Evolve documentation system from
specifications with examples
SBE
Practices
+
-

77. Context Driven Testing
30

78. Context Driven Testing
30
“…Advocates testing in a way that conforms to the context of the project, as opposed to testing in a way that follows some fixed notion of "best practice."
James Bach / CemKaner/ Brian Marick/ Bret Pettichord2001 context-driven-testing.com
Principles
Community
+
-

79. Leadership

80. Vanguard Method
31

81. Vanguard Method
31
“…Means for helping service organisations change from a conventional
‘command-and-control’ design to a systems design.”
John Seddon 1985 vanguard-method.com
•Managers must know the system before changing it or making decisions within it
•Managers shouldn’t control what is said to customers, only front line staff dealing with customers are best placed to understand context
•Generalists over specialists
•Management by numbers makes performance worse
•When managers believe they know best, they inhibit ideas
•Improvement requires understanding the true problems, not fixing the problems you think you have
•Instead of establishing standards, ensure capability and purpose
•“Good enough” is the fast track to being mediocre. Systems thinking is the desire to be perfect
•Reports serve the hierarchy, they don’t serve constructive action
•Never use the hierarchy to find out what is going on
•Be wary of using the hierarchy to solve problems rather than connecting the two parts
•Intrinsic motivation over targets
•Management’s job is not to exert control through hierarchy with arbitrary measures, management’s job is to achieve real control by working on the system
•95% of a worker’s performance is attributable to the system, management’s job is to work on the system, know the types of demand requests
•Standardisation is in effectual in variable outcome work. Economy comes from flow, not scale.
•Manage value drives cost out of the system, managing costs drives cost up
•Change requires no plan, the only plan is –get knowledge
•Economies achieved through less of a common resource are marginal compared to the economies achieved through flow –redesign the services against the demand
•Control the organisation with arbitrary measures and in fact, you actually diminish control. Or control the organisation with measures related to purpose, used where the work is done, and you will achieve genuine control, and what’s more your people will innovate.
•Understanding the causes of failure demand leads to redesigning services; failure demand is systemic, a product of the system, you can only remove it by changing the system
Principles
+
-

82. Holocracy
32

83. Holocracy
32
“…Radically changes how an organization is structured,
how decisions are made, and how power is distributed.”
Brian Robertson 2006 holacracy.org
Process
Circle
Structure
Holacracy
Constitution
+
-

84. Rightshifting
33

85. Rightshifting
33
“Improving the effectiveness of knowledge-work businesses/”
Bob Marshall 2008 flowchainsensei.wordpress.com/rightshifting/
SDLC –Various Stages
of Effectiveness
Project Management
Effectiveness
Marshall
Model
Stages
+
-

86. Beyond Budgeting
34

87. Beyond Budgeting
34
“…‘Budgeting’ is not used in its narrow sense of planning and control, but as a generic term for the traditional command and control management model”
Jeremy Hope / Robin Fraser / Peter Bunce BjarteBogsnes1998 bbrt.org
Principles
Approach
+
-

88. Radical Management
35

89. Radical Management
35
“…A way of managing organizations that generates at the same time high productivity, continuous innovation, deep job satisfaction and customer delight. Radical.”
Steve Denning 2010 stevedenning.com/radical-management
Commit
Target
Focus
Read Their Minds
Innovate in Stages
Evaluate
Customise
Partner with Customers
Empower
Measure
Principles
Delight The Customer
+
-

90. StoosNetwork
36

91. StoosNetwork
36
“Uncovering better ways of leading organisations”
StoosNetwork 2012stoosnetwork.org
+
-
Problems

92. Management 3.0
37

93. Management 3.0
37
“…Help… grow and transform organizations into becoming great places to work.”
JurgenAppelo2011 management30.com
Model
Empower People
Improve Everything
+
-

94. Individuals & Interactions

95. Drive
38

96. Drive
38
“…The secret to high performance… is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.”
Dan Pink 2009 danpink.com
Key Points
Intrinsic
Motivation
+
-

97. Theory of Constraints
39

98. Theory of Constraints
39
“A chain is no stronger than its weakest link.”
Eli Goldratt1984 goldratt.com
Process of Ongoing
Improvement
Bottlenecks
Thinking Process
+
-

99. Cynefin
40

100. Cynefin
40
“a perspective on the evolutionary nature of complex systems,
including their inherent uncertainty.”
Dave Snowden 1999 cognitive-edge.com
Model
+
-

101. Final Thoughts

102. Oath of Non Allegiance
--

103. Oath of Non Allegiance
--
Alistair Cockburn 2010 alistair.cockburn.us/oath+of+non-allegiance
I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation.
“
“

104. Craig Smith
http://www.craigsmith.id.au
craig@craigsmith.id.au
@smithcdauQuestions?