Agile2016 Recap at the Lean and Agile Learning Network Meetup
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Recap of the sessions I attended at the Agile Alliance's Agile2016 conference and a deep dive into the Modern Agile session.
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Agile2016 Recap at the Lean and Agile Learning Network Meetup
- 1. Hyatt Regency in Atlanta, Georgia – July 24 through 29, 2016 Lean and Agile Learning Network Meetup August 2, 2016 AGILE ALLIANCE’S #AGILE2016 RECAP
- 2. Joanna Vahlsing Sr. Director, Program Management joanna.vahlsing@centro.net @joannavahlsing About Centro (www.centro.net) • Founded in 2001 • Chosen one of Crain’s Best Places to Work for in Chicago for the last six years • What we do: • Centro is reinventing digital advertising by focusing on one goal: improve the lives of the people behind the campaigns. • How do we do it: • Our software platform empowers digital media professionals by automating the entire digital media lifecycle from research to planning, buying, optimizing, reporting, and reconciliation. • More than just tech: • We also have an amazing team of media strategists and digital experts committed to providing our clients with raving fan service at every stage of any campaign. • We’re Hiring! • Check out www.centro.net/careers for our open positions!
- 3. Agile2016 :: Some Stats Over: • 2,500 participants from 42 countries • 270 sessions in 18 tracks • 3 conference level floors • 1,300 proposals submitted • 150 evaluators to review them 18 Tracks • Agile Boot Camp • Audacious Salon • Coaching and Mentoring • Development Practices and Craftsmanship • DevOps • Enterprise Agile • Experience Reports • Government • Leadership • Learning • Lightning Talks • Project, Program and Portfolio Management • Stalwarts • Testing and Quality • The Future of Agile Software Development • User Experience • Working with Customers Personal Stats: • Attended 18 sessions • Gained 25 ½ hours of learning • About 100 pages of notes • Hundreds of pictures and a lot of audio/video Opening Keynote Photo by @BillyGarnet
- 4. Sessions Attended (it was very difficult to decide) 1. Agile Program Management: Measurements to See Value and Delivery 2. Building Blocks of a Knowledge Work Culture 3. Coaching Nightmares: Insights we can Learn from Gordon Ramsay 4. Digital Disruption: Let’s Create the Future of Agile 5. Growing Your Servant Leadership 6. Industry Analyst Panel Discussion: Agile Trends and Future Directions 7. Leadership for Genius Tribes 8. Managing for Happiness 9. Meeting resistance and moving forward 10. Modern Agile 11. Outcome Oriented Agility: Transformations that work with, rather than against, cultures 12. Purpose Driven Teams 13. Stop talking to a Brick Wall - how culture impacts conversations about Agile 14. The Manager Role for Enterprise Agility - this is what Good looks like 15. The State of NoEstimates 16. Women in Agile Workshop 17. Women in Agile: I Want to See You Be Brave 18. You Can't Fix What You Don't See: Visualizations that Spark Conversation and Change Got to network with some cool people and thought leaders, including: Woody Zuill (NoEstimates) Johanna Rothman Anders Ivarrson (Spotify) David Hussman (DevJams) To see a summary and links to materials, photos and videos of the sessions go to: http://tinyurl.com/JoannaRecapsAgile2016
- 5. Modern Agile Recap Wednesday Keynote by Joshua Kerievsky, CEO of Industrial Logic @JoshuaKerievsky
- 6. Today, I’d like to share with you what I heard, and I encourage you to watch the video when it’s posted.
- 7. What is Modern Agile? Over the past decade, innovative companies, software industry thought leaders and lean/agile pioneers have discovered simpler, sturdier, more streamlined ways to be agile. These modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches. Modern agile methods are defined by four guiding principles: • Make people awesome • Make safety a prerequisite • Experiment and learn rapidly • Deliver value continuously World famous organizations like Google, Amazon, AirBnB, Etsy and others are living proof of the power of these four principles. However, you don’t need to be a name brand company to leverage modern agile wisdom. From Modernagile.org
- 8. What were the key points I heard? • Rethinking Definition of Done and Definition of Agile
- 9. What were the key points I heard? • The concept that Scrum practices are like training wheels “It is like seeing someone with a really big, fat, and heavy laptop: You just feel bad for them. When I see people doing old agile processes, that is how I feel.” – Joshua Kerievsky
- 10. What were the key points I heard? A new perspective on the four basic principles of the Agile Manifesto are: • Customer collaboration over contract negotiation • Working software over comprehensive documentation • Responding to change over following a plan • Individual interactions over processes and tools “These basic four values or principles of the manifesto I am humbly suggesting we consider them very useful and historical, and consider modern agile to be our new goal” The challenges with the principles is that they fail to: 1. Consider the entire ecosystem of a project, not just one part of it anymore. 2. Deliver value continuously, not just deliver working software. 3. Experiment to figure out problems. 4. Foster a healthy environment.
- 11. What were the key points I heard? • These conversations have been building for a few years now
- 12. What were the key points I heard? • Popular books are being written in the focus areas of Modern Agile
- 13. What were the key points I heard? • Ideas on how Agile can evolve Toyota’s Two Pillars: Respect for People and Continuous Improvement More than just software
- 14. What were the key points I heard? • The importance of psychological safety
- 15. What were the key points I heard? • Tactical ideas for how to have psychologically safe meetings
- 16. What were the key points I heard? • Why delivering value constantly is so important
- 17. What were the key points I heard? • Other favorite quotes:
- 18. A new way to think about the Agile Manifesto
Editor's Notes
- He shared two concepts for learning: Training wheels vs. a push bike (focus on balance, not pedaling) Older latops vs. new laptops According to Kerievsky, the Agile Manifesto was great in 2001 when it was first drafted, but as agile has evolved and changed to no longer mean just software development, those principles have become outdated. “It had a wonderful lifespan [and] it is a distinguished part of our history,” he said. “But it deserves an honorable retirement.” Sprintcare Living Center Just doing the rituals doesn’t make you agile.
- He shared two concepts for learning: Training wheels vs. a push bike Older laptops vs. new laptops According to Kerievsky, the Agile Manifesto was great in 2001 when it was first drafted, but as agile has evolved and changed to no longer mean just software development, those principles have become outdated. “It had a wonderful lifespan [and] it is a distinguished part of our history,” he said. “But it deserves an honorable retirement.” Sprintcare Living Center
- The two parts of “Developing People First” are “Respect for People” and “Continuous Improvement.” These are often referred to as the two pillars of The Toyota Way management system
- Psychological safety is important because “protecting people is the most important thing…it frees people to take risks and unlock their potential.”
- Joshua also spoke to the examples at Alcoa where team members had stop work cards to increase the environment of safety.
- Making people awesome doesn’t mean just customers; it means everyone in the entire ecosystem, from creating, making, buying, selling and funding. Making safety a prerequisite involves establishing a safe psychological culture to unlock high performance, and to avoid hazardous work. “If you have a culture of fear, none of your fancy practices or processes will help you,” said Kerievsky. Experimenting and learning rapidly is something the agile community has already been practicing for years. It is about taking risks and learning from mistakes. Delivering value continuously requires breaking down work in order to deliver things faster, but in a safe manner. “Things can change in the way we learn how to do things,” Kerievsky said. “We are focused on outcomes. We are uncovering better ways of getting awesome results.”