Agile Demystified: Understanding Agile Principles and Practices
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Many companies have created a proper noun titled "Agile". But that word doesn't exist as a proper noun. The goal isn't to achieve some mythical ethos of "Agile" but instead to have organizational agility. This presentation covers the principles of Organizational Agility and how to make your organization get to the goal of agility.
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Agile Demystified: Understanding Agile Principles and Practices
- 2. Agile Agile
- 12. Agile
- 16. f(x,Waterfall) = Agility f(x, Scrum) = Agility f(x, Extreme Programming) = Agility f(x,Waterfall) != Agility f(x, Scrum) != Agility f(x, Extreme Programming) != Agility f(x) = Agility f(Process) != Agility x
- 17. f(x) = Agility x = Organizational Mindset
- 18. Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change x = Organizational Mindset
- 19. Embrace Change
- 20. Courtesy of Net Objectives (www.netobjectives.com)
- 24. Focus onValue
- 25. Courtesy of Net Objectives (www.netobjectives.com)
- 27. Courtesy of Net Objectives (www.netobjectives.com)
- 29. 5 Biggest Problems in Business • Communication
- 32. Abhor Delays
- 33. Courtesy of Net Objectives (www.netobjectives.com)
- 42. Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change x = Organizational Mindset
- 48. Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change Agile agile
- 49. Extreme Programming Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change
- 50. Scrum “3 of 3’s” Product Owner Scrum Master Team Product Backlog Sprint Backlog Burndown Chart Sprint Planning Daily Standup Sprint Review Roles Artifacts Meetings Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change
- 51. • Our sprints are 12 weeks long... • We do two normal sprints and one bugfix sprint... • We do all our planning up front... • We skip the daily meeting... • Our managers decide what's in each sprint... • We haven't read the books yet... • Our team has 30 people... We’re doing Scrum BUT... Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change
- 52. You Can’t Estimate In Agile Budget Forecast Fixed Bid
- 53. You Can’t Estimate And Achieve Agility Distributed Leadership Focus onValue High Impact Communication Abhor Delays Continuous Learning Experiment Frequently Embrace Change
- 54. You Can’t Know WhenYou’ll Be Done In Agile
- 55. You Can’t Know WhenYou’ll Be Done And Have Agility
- 56. You Don’t Need Project Managers In Agile
- 57. You Don’t Need Project Managers To Have Agility
- 58. - Old People - Stagnation - ImposingValues - No Responsibility - Estimating is a waste - Pair Programming - Can’t Scale http://blog.assembla.com/assemblablog/tabid/12618/bid/87899/Seven-Things-I-Hate-About-Agile.aspx
- 59. 1) Stop Calling Things Agile
- 60. 2) Understand the forces at play
- 61. 3) Reframe the question
- 62. Software is our craft TM 8th Light Cory Foy (@cory_foy) foyc@coryfoy.com www.coryfoy.com