Pretty much the opposite of Agile 101. A summary of more edgy and obscure Agile ideas and practices that you may find useful. This version is was presented at the Melbourne Agile and Scrum meetup

1. Edgy Agile Things That You May Not
Have Heard Of
Jason Yip
@jchyip
j.c.yip@computer.org
http://jchyip.blogspot.com

2. Business Model Canvas?
http://www.businessmodelgeneration.com/canvas

3. http://www.businessmodelalchemist.com/2012/08/achieve-product-market-fit-with-our-brand-new-value-proposition-designer.html

4. Product Canvas
http://agile.techwell.com/articles/weekly/product-canvas

5. http://en.wikipedia.org/wiki/Cynefin

6. http://mandenews.blogspot.com.au/2010/08/test3.html

7. http://alistair.cockburn.us/Earned-value+and+burn+charts

8. http://leadinganswers.typepad.com/leading_answers/2007/02/summarizing_pro.html

9. http://scaledagileframework.com

10. http://vimeo.com/42804402

11. http://ennova.com.au/blog/2011/09/agile-lean-compared-applied-construction

13. http://www.agileproductdesign.com/blog/the_new_backlog.html

14. http://www.infoq.com/presentations/lean-product-discovery

15. “the minimum viable product is
that version of a new product
which allows a team to collect
the maximum amount of
validated learning about
customers with the least effort.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

16. Concierge MVP
http://www.justin.tv/startuplessonslearned/b/286514557

17. Magic Test
“…simply to put up a web page that says ‘Do you
have this problem? I’m going to solve it for you.’
And not really specify, be a little vague on how
you’re going to solve it. You’re basically saying ‘I’m
going to solve it by magic’. And then see if people
sign up and with those people that sign up then
you want to engage in dialog with them. We always
say ‘If you can’t sell magic, you definitely can’t sell
your product’…”
http://mixergy.com/eric-ries-lean-startup-interview/

18. http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_ms
karin.pdf

19. Detective’s Blackboard
http://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/
“This is the team’s external brain.”
http://www.infoq.com/interviews/belshee-shore-mmf

20. Retrospectives
• What did we do well, that if we don’t discuss
we might forget?
• What did we learn?
• What should we do differently next time?
• What still puzzles us?
http://retrospectives.com/pages/RetrospectiveKeyQuestions.html

21. sheet. They are intended to stimulate discussion.
software development" Steve McConnell You might, or might not agree with the quotes along the edge of the John Maynard Keynes
path to a solution.” - Ward Cunningham
"Stable requirements are the holy grail of “It is better to be roughly right than precisely wrong.” -
“What is simplicity? Simplicity is the shortest
change them yourself.” -- Andy Warhol
They always say time changes things, but you actually have to
"Ugly programs are like ugly suspension bridges: they're much
each idea.
more liable to collapse than pretty ones" Eric Raymond
many of you agree with
count (and record) how re
pos de as mt on thi .
doing?
he n
inclu the lis k bette next
all ideas then quickly
Wri t to wo erently you
w o
sprin do di f thing
should stop
sibl
cou e a list
Make a long list, include se e s
Mak o diffe
el lti
te
9.
anything you
e - a any id sheet
or cu
ld
Is there
keep doing. e iffi
D
t. elin e d is u
t lea
8. Stop ee th yo
you did which you want to im th g
in did
sh t
r
rd
ff
ur s
st 4 s as
Make a list of all the things Enough? e
o
th eco
have you left? r d tie s
t? te ul tie
r
7. Keep R
!
ea
ent
How much time
s
This way round...
rin un iffic ul
r
sp nco t d ffic
s
e ha Di
Retrospective Dialogue Sheet (Sprint)
W
6.
,
t
rin te
Sp da
shorter: ʻ
"The maxim ʻ
d
en
question reader lead
Remember to let the
"Typing is not the bottleneck" Kevlin Henney
Paralysisʻ Winston Churchill
the discussion
Nothing avails but perfectionʻ
."
http://www.softwarestrategy.co.uk/dlgsheets/
From the list in #8, choose
10.
of work better?
do, to make the next piece
3 things you will do, or not
may be spelt
be the greatest successes
Action plan
the timeline or write it on
What do you consider to
Highlight successes on
5. Successes
I do and I understand.” -- Confucius
“I hear and I forget. I see and I remember.
of this sprint?
"Most teams are so far from good enough that perfection and
good enough are effectively the same thing" Jason Gorman
the sheet.
Nearly there....
good. Talk about both sides
on
significant and memorable You don't have to agree is
everything, discussion
of the argument
see in the world." Mahatma Ghandi
"We need to be the change we wish to
#3 .....................
#2 .....................
#1 .....................
Create a timeline for the sprint
Mark the start and end of the
sprint (iteration) then mark
you are considering in the
shortest schedules, lowest costs, and best customer satisfaction levels." Capers Jones
4. Create a timeline
"projects with low defect potentials and high defect removal efficiency also have the
space above.
But it is, perhaps, the end of the beginning." Winston Churchill
"Now this is not the end. It is not even the beginning of the end.
events.
Everyone who took part
11.
should sign here.
agrees with the actions
in this exercise, and
Sign-up
This way round...
Use this space however you like notes,
www.dialoguesheets.com
ideas, comments and suggestions.
Does everyone agree to
working on this sheet?
Send feedback to: feedback@dialoguesheets.com
Please tell us about your experience using this sheet.
follow Kerth's Prime
apportion blame. Focus on the
Directive (left) while
cause of problems and not the
The aim of this sheet is to find
better way of working, not to
individuals involved.
..................
..................
..................
..................
..................
..................
..................
..................
The team
"Insanity: doing the same thing over and over again
3. Set up
t
ar
and expecting different results." Albert Einstein
t
ts
rin
Sp ate
d
B
in T fo
p te h i r
e
1. Start here 2. Set up e er
iv v
,
ct sco uly st
l eo p nd e s d e y
o a
r rge le d al
i o This is a dialogue sheet, it is designed to Make sure everyone ire di tr be t
ea mo r t . I for ogu u D e d a
e w an the h er
c re ha f y gr e b promote good conversation. has a pen to write on im at d id n w r h s
to h g se n 8 ou ou she e Pr wh tan d ve o rce
a w ro p h p g this sheet. 's of rs ne gi his u at
ct or up ara the ave s of et is in Team members should seat themselves equally
io k n th s de yo d, e, eso on
n on a s te sp a 2 t er s n er ul r i
pl g g o
an an epa rou lit in rou 8 around the sheet so each question can be read K rdle st u ev co tim he uat
s d r p p Agree how long you will a u at e he , t sit
at co ate s, two by at least one person easily. Take one question eg m h sh t t s
R we ve t or n a ilitie the .
Fix the problem, not the blame.
th mp sh giv
Th ast and urs.
e
en are eet e at a time, skip questions if you like. The spend working on this lie he ow ab nd nd
at plete o ho
c om v er
is s one ma
be job kn nd e, a ha
le
d.
person closest to the question should read out sheet and write it in this l
o
he
as a b
w kills aila
et h ou r be
oal of
this the question and take notes of the discussion. box:
tw
wil
s av
The g to help
l ta to
is
sheet er Each person should get a chance to read and
d bett
ke
you fin orking.
y
ways
of w note at least one question.
(c) Software Strategy Ltd, 2010-2011 - Permission granted for individuals and Created by Allan Kelly Based on ideas from Royal Institute For more dialogue sheet downloads, printed sheets and
organization to print and use this sheet for their own purposes. Copying to http://www.allankelly.net of Technology, KTH, Stockholm
third parties, modification, redistribution and sale of this sheet is not permitted. information see http://www.dialoguesheets.com

22. Solution-Focused Goal-Driven
Retrospectives
1. "Imagine that a miracle occurred and all our
problems have been solved. How could you
tell? What would be different?”
2. "If 10 is the ideal and 0 is where nothing is
working, where are we now?”
3. "What are we already doing that works? That is,
why are we [for example] 5 rather than 0?”
4. "Using the resources we have, what can we do
to move one step closer to 10?"
http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html

23. Idealised Design
• The system was destroyed last night
• No science fiction, technology available now
• How things should be, not how things could
be
http://www.organizationaldynamics.upenn.edu/node/2008

24. Continuous Integration
http://www.cuberick.com/2008/10/continuous-integration.html
http://martinfowler.com/articles/continuousIntegration.html

25. Continuous Testing
“What is continuous testing? It’s turning the
knob on Test Driven Development up to 11, by
automatically running the tests on every save.”
http://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained
http://topfunky.com/clients/blog/autotest-tm.mov

26. Guantanamo
“Do you have problems maintaining high test
coverage? All code is guilty until tested
innocent. Send the untested code to
Guantanamo!”
http://docs.codehaus.org/display/ASH/Guantanamo

27. Mutation Testing
“Why just think your tests are good when you
can know for sure? Sometimes Jester tells me
my tests are airtight, but sometimes the
changes it finds come as a bolt out of the blue.
Highly recommended.”
Kent Beck
http://jester.sourceforge.net
http://en.wikipedia.org/wiki/Mutation_testing

28. Chaos Monkey
“One of the first systems our engineers built in
AWS is called the Chaos Monkey. The Chaos
Monkey’s job is to randomly kill instances and
services within our architecture. If we aren’t
constantly testing our ability to succeed despite
failure, then it isn’t likely to work when it
matters most – in the event of an unexpected
outage.”
http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html

29. Game Day
“Gameday is an exercise designed to increase
resilience through large-scale fault injection
across critical systems where resilience is seen
as the ability of a system to adapt to
changes, failures, & disturbances. By
“system”, he means:
people, culture, processes, applications &
services, infrastructure, software and
hardware.”
http://server.dzone.com/videos/creating-resiliency-through

32. Act First, Research Later
“Let me summarize. Yes, I believe that research is important,
but it does not have to be done at the start of a design project.
It can be done far ahead of time, or even just afterwards. Good
designers should always be engaged in observation, in mentally
reviewing and creating artifacts, in sketching, writing, planning
and thinking. As a result, when the time comes to act, they can
do so without appearing to need research, but only because of
the accumulated wisdom they draw upon.”
Don Norman
http://www.core77.com/blog/columns/act_first_do_the_research_later_20051.asp

33. http://theleanstartup.com/

34. Lean Startup for Change
1. Identify an organisational problem
2. Propose a hypothesis for change
3. Identify assumptions in hypothesis
4. Design Minimal Viable Changes to test
assumptions
5. When “value hypothesis” has been
refined, switch to validate the “growth
hypothesis”
http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/

35. Mind share strategy for organisational
change
“Should we expect that there would be different effective
strategies for organisational change depending on whether we
are in a position of strength vs weakness?
Strength in New Lanchester Strategy refers to numerical
strength. In our case, instead of troop numbers or market share,
I propose that strength in the organisational change context is
about mind share, that is, how many people desire the new idea
and/or behaviour you are trying to introduce.”
http://jchyip.blogspot.com.au/2012/08/mind-share-strategy-for-organisational.html