Roko Roić

1. Introduction to Agile
Roko Roić, Agile Adria 2013.
Tweet @rroic, Mail rroic@croz.net, Visit www.croz.net

2. Agenda
• Why are we here today
• Principles of Agile thought
• Highlighted ceremonies and artefacts
• Enjoy the show

3. Why are we here today
Also known as The History Of Agile and Lean

4. Why are we here today?
there is a better way
Because
to create products

5. Why are we here today?
battle-tested
It has been
globally and locally

6. Why are we here today?
this way is already
&
mainstream

7. It all began in 2001. in a resort in Utah
BUT WAIT!BUT LET’S GO BACK
A BIT FURTHER

8. The year is now 1908.
Ford produces
Model T and
focuses on
eliminating
waste in
production.
Introduces Just
In Time
practice.
Henry writes a book
“Today and Tomorrow”

9. In come the Japanese. Time is just after WW2.
Toyota
Production
System is born.
The age of Lean
Manufacturing
has begun.
Japanese read the book ;)
Visit some supermarkets
And start thinking...

10. Key Concepts of the Toyota Production System
• Kiichiro Toyoda names JIT,
a principle based on USA
supermarkets and Ford
• In 1950. Kanban is
introduced as a visual aid
• Continuous Improvement
and Kaizen are at the core
• Eliminating Waste in
production is at the core

11. Timeline of what is to become “Lean”
• 1973. first internal manual describes TPS
• 1977. first english article on TPS
• 1979. MIT starts investigating TPS
• 1982. TPS first translated to English
• 1983. Toyota and GM implement TPS for the 1st time out of
Japan
• 1987. Term “Lean” coined to explain the underlying principles of
TPS
And then again,
some books got written

12. Lean is born and we are back from Japan
And how is this connected to Agile?
Lean and Agile share ideas

13. And how did Agile come to this world?
Method Born Parents
DSDM 1994. Consortium
Scrum 1995.
Sutherland
&Schwaber
ASD 1999. Highsmith
XP 1999. Kent
• The world was desperate on
finding a better way to
create software
• Many lightweight
methodologies emerged as
a response to “not so good”
waterfall principles
• Influenced in part by Lean
• Shared many underlying
principles
Back to Utah, 2001.

14. The Agile Manifesto, Utah 2001.

15. Principles of Agile thought
What is under the hood

16. The manifesto
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.

17. • 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.
The 12 principles of the Manifesto

18. • 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.
The 12 principles of the Manifesto
A new methodology?
No, choose one!

19. • A common name for methodologies
following the said principles. Most
popular include Scrum, XP, DaD
• They share many common practices
So what IS agile then?
And what it is NOT?

20. It does not mean lack of control

21. It does not (always) mean work faster

22. Highlighted ceremonies
and artefacts
By no means a comprehensive guide of practices

23. Scrum Ceremonies

24. Kanban board

25. User Story

26. Standup meeting

27. Enjoy the show
Hope I helped

28. • Focus on communication
within your projects
• Try to look for anti patterns
in your work
• Agile can be applied
principle by principle
Thanks for listening
• Implementation that fits
you?
• Just Kanban or the entire
Scrum ceremonies pack?–
let continuous
improvement guide you
step by step
Agile is mainstream
Agile is lightweight
There is a better way