11. Agile Fundamentals
• Cross-functional, self-organizing team
• Close cooperation with the customer
• Early and continuous delivery of value
• Design at the last responsible moment
12. Agile Fundamentals
• Cross-functional, self-organizing team
• Close cooperation with the customer
• Early and continuous delivery of value
• Design at the last responsible moment
• Respond to change as a competitive advantage
13. Agile Fundamentals
• Cross-functional, self-organizing team
• Close cooperation with the customer
• Early and continuous delivery of value
• Design at the last responsible moment
• Respond to change as a competitive advantage
• Inspect and adapt through retrospectives
47. Further Reading
• The Agile Samurai
by Jonathan Rasmusson
• Scaling Lean and Agile
by Craig Larman and Bas Vodde
• The Lean Startup
by Eric Ries
• Management 3.0
by Jurgen Appelo
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
* It’s been 10 years - what’s next? What is “Post-Agile”?\n* Over 50% of projects are using Agile or some iterative development approach\n* Have we made it? Is Agile a success? Or is it already past its prime?\n\n* Progress on new projects is swift and everything seems great\n* Over time, as the code base grows, progress slows down\n* Predictability goes out the window\n* Project Management wonders why things are taking so long\n* The answer (typically): technical debt\n
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Code quality was one of the original 12 principles of Agile, but is often forgotten:\n\n“Continuous attention to technical excellence and good design enhances agility.”\n
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Agile and a focus on engineering practices have always gone hand-in-hand.\n\n“Continuous attention to technical excellence and good design enhances agility.”\n\nSO! Now we’re “building the thing right”. But ...\n
... building the thing Right™ isn’t good enough.\n
NEXT: First, build the right thing.\n
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Enter “The Lean Startup”\n\nEric Ries coined the term and process “Lean Startup”\n\nA scientific method for creating successful products. \n\nFocus on building products that have a product-market fit.\n\nClosest thing to “Post-Agile” we have.\n
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Validate your idea before writing a line of code.\n\n* Start with a vision\n* Ask people what their pain is\n* Come back; ask about your solution ($$)\n* Try selling magical version of your product\n
Entrepreneurs everywhere: a human institution designed to create new products and services under conditions of extreme uncertainty.\n\nEntrepreneurship management: A startup is an institution, not just a product, and so it requires a new kind of management specifically geared toward extreme uncertainty.\n\nValidated learning: Run frequent experiments to test your vision.\n\nInnovation accounting: how you measure progress, set milestones and prioritize work. Not vanity metrics.\n\nBuild-Measure-Learn: Fundamental activity - turn ideas into products, measure how customers respond, and learn whether to pivot or persevere.\n
Goal: shorten all feedback loops.\n
Ok - so now we’re looking pretty good.\n\nREVIEW:\n\nAgile: Efficiency, no waste\nSoftware Craftsmanship: Build the thing right\nCustomer Development: Build the right thing\n
Ahh ... if only it were that easy.\n
Agile is about managing software. \n\nAgile management is about managing complex systems of teams and projects.\n\nCraftsmanship is about continually improving at your craft.\n
Fortunately ...\n
... there are no new problems.\n
Scientific communities also suffer from silos. Most universities and research institutes are separated into scientific silos.\n\nMany phenomena can be observed across different fields (“local equilibriums” in economics and physics). “Discoveries” in mathematics turn out to have been solved years ago by meteorologists.\n\nComplexity thinking is the antidote to specialization in science. It recognizes patterns in systems across all scientific disciplines and promotes problem solving involving concepts from different fields.\n
* “Scientific Management” was created in the late 19th century\n* Earliest attempts to apply engineering to management\n* About:\n * Efficiency and labor productivity\n * Top-down management\n * Rigid, command-and-control\n* Still in wide use today (military being the best example)\n
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Stephen Hawking\n\nTo manage social complexity, need to understand how things grow. Not how they are built.\n\n* Organizations are networks\n* Management is primarily about people and their relationships\n* Think of your organization as a living system\n\n
Managers cannot construct and steer a self-organizing team. \n\nInstead, a team must be grown and nurtured.\n\nNext: Raising a teenager\n
No matter what you plan for, it’s not going to happen the way you want.\n\n* Make the vision and goals clear\n* Make the “why” clear - give them the tools to make good decisions\n* Embrace failure as learning opportunities\n* Build trust through small contracts\n* Mature directness (drugs, sex, or not pulling their weight on a project)\n\nNext slide: Autonomy, Mastery, Purpose\n
Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
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* CAT: “integrators, not implementors” => Started an in-house Java dev group\n* Vivisimo: UI made from XML and XSL => Started the UX Team, introduced Rails\n* Autodesk: Manager and Scrum Master => ??\n