1. D E C L I N E A N D FA L L O F A G I L E
A N T I F R A G I L E M I N D S E T T O R E S C U E
Naresh Jain
@nashjain
http://nareshjain.com

2. Agile is for totally dysfunctional teams!
I think you deserve something better…

4. I N T H E 8 0 ’ S - S O F T WA R E D E V E L O P M E N T P R O C E S S E S
L O O K E D L I K E T H I S

5. T H I S L E D T O …

6. Heavyweight Process

7. More and more Upfront Planning

8. Strict Change Control

9. Over-reliance on documentation

10. Even if you saw things
were going wrong,
unable to React

11. Communication Gaps

12. R E S U LT ?

13. 50+% of Projects fall in Challenged Category
Succeeded
Failed
Challenged
Chaos Report 2006. Standish Group
We need to do beBer than this ….
IT Projects

14. Cost and Time Overruns….

15. Always
7%
OKen
13%
SomeNmes
16%
Rarely
19%
Never
45%
Standish Group study reported at XP2002 by Jim Johnson, Chairman
O"en or Always
Used: 20%
Rarely or Never
Used: 64%
64% of Features Rarely or Never Used

16. How significant is requirements change on a project?
“The average project has 30% requirements change”
Requirements Change Increase ExponenNally

17. Frustration

20. Agile was about Embracing
Uncertainty/Change via
Simplicity

21. Agile was about Embracing
Uncertainty/Change via
Simplicity
Its origins were rooted in
Antifragile thinking

22. O V E R T H E Y E A R S …
A G I L E H A S B E C O M E V E RY F R A G I L E

23. • F R A G I L E
• R O B U S T &
R E S I L I E N T
• A N T I F R A G I L E
A N T I F R A G I L E

24. F R A G I L E
E a s i l y B ro k e n O r D a m a g e d B y A p p l y i n g S t re s s / P re s s u re

25. P R O P E R T I E S O F F R A G I L E

26. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress

27. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress
• Seek to eliminate variability, noise, and tension

28. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress
• Seek to eliminate variability, noise, and tension
• Consistency/Standardisation driven

29. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress
• Seek to eliminate variability, noise, and tension
• Consistency/Standardisation driven
• Overly optimised for specific use-case/scenario

30. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress
• Seek to eliminate variability, noise, and tension
• Consistency/Standardisation driven
• Overly optimised for specific use-case/scenario
• Prediction based

31. P R O P E R T I E S O F F R A G I L E
• Dislikes variability and stress
• Seek to eliminate variability, noise, and tension
• Consistency/Standardisation driven
• Overly optimised for specific use-case/scenario
• Prediction based
• Typically large

32. R E S I L I E N T
A b l e To W i t h s t a n d O r R e c o v e r Q u i c k l y F ro m D i ff i c u l t C o n d i t i o n s

34. A N T I F R A G I L E
A n t i f r a g i l e S y s t e m G a i n s F ro m D i s o rd e r /
C h a o s , R a n d o m n e s s , U n c e r t a i n t y,
Vo l a t i l i t y, C o m p l e x i t y & A m b i g u i t y.
T h r i v e s O n Va r i a b i l i t y O r R a n d o m n e s s

38. Venture Capitalist

40. P R O P E R T I E S O F A N T I F R A G I L E

41. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact

42. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)

43. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)
• dislike consistency/standardisation

44. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)
• dislike consistency/standardisation
• less is more / keep it small and simple (KISS) - large is vulnerable

45. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)
• dislike consistency/standardisation
• less is more / keep it small and simple (KISS) - large is vulnerable
• encourage optionality by deferring decisions to the last responsible
moment (hence is more opportunistic)

46. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)
• dislike consistency/standardisation
• less is more / keep it small and simple (KISS) - large is vulnerable
• encourage optionality by deferring decisions to the last responsible
moment (hence is more opportunistic)
• dislike prediction (system based on prediction are fragile)

47. P R O P E R T I E S O F A N T I F R A G I L E
• builds layers of redundancy to localise impact
• decentralized system with buffers & inventories (Opp. of J.I.T)
• dislike consistency/standardisation
• less is more / keep it small and simple (KISS) - large is vulnerable
• encourage optionality by deferring decisions to the last responsible
moment (hence is more opportunistic)
• dislike prediction (system based on prediction are fragile)
• safe-fail, fail-frequently, fail-diversely

48. Commercial Break!

49. Copyright
© 2012,
Naresh Jain (@nashjain)

50. Mumbai

54. Tech Talks!

57. O V E R T H E Y E A R S …
A G I L E H A S B E C O M E V E RY F R A G I L E

58. W H AT ’ S W R O N G W I T H A G I L E T O D AY ?
W R I T E D O W N A F E W P O I N T S B A S E D O N Y O U R E X .
Q U I C K P O L L :

59. S T O RY P O I N T S A N D V E L O C I T Y
V E L O C I T Y I S K I L L I N G A G I L I T Y
S T O P I T 1 :

60. # N O E S T I M AT E & C O N T I N U O U S D E P L O Y M E N T S
C O N S TA N T LY D E L I V E R I N G VA L U E & VA L I D AT I N G I T
A N T I F R A G I L E 1 :
X

61. D E F I N I T I O N O F D O N E
H A N G O V E R F R O M C H E C K L I S T D R I V E N P R O J E C T M A N A G E M E N T
S T O P I T 2 :

62. # D E V O P S
B U I L D P I P E L I N E S & S A F E - FA I L R O L L O U T
A N T I F R A G I L E 2 :
X

63. D E AT H B Y M E E T I N G S / C E R E M O N I E S
M O R E P R O C E S S I S N O T T H E A N S W E R
S T O P I T 3 :

64. N E G AT I VA
T H R O W O U T P R A C T I C E S ( L E S S I S M O R E ) - R E D U C E D O W N S I D E
A N T I F R A G I L E 3 :
X

65. C O L L A B O R AT I O N A M P L I F I E D
W H AT A B O U T S O L O - D E E P T H I N K I N G & A U T O N O M Y ?
S T O P I T 4 :

66. Think of your best work-related idea

67. Think of your best work-related idea
Where were you when you come up with this idea?

68. Think of your best work-related idea
Where were you when you come up with this idea?
How many of you were collaborating/working
with other people when you come up with your
most profound idea?

69. H O W M A N Y P E O P L E W R O T E T H E A G I L E M A N I F E S T O ?

70. S E T- B A S E D D E V E L O P M E N T
I N D E P E N D E N T, A U T O N O M O U S , PA R A L L E L S A F E - FA I L E X P E R I M E N T S
A N T I F R A G I L E 4 :
X

71. T E C H N I C A L D E B T O V E R F L O W
H O W L O N G W I L L E N G I N E E R I N G E X C E L L E N C E B E I G N O R E D ?
S T O P I T 5 :

72. T H R O W AWAY C O D E F R E Q U E N T LY
U S E F U L L - S TA C K P R O G R A M E R S T O B U I L D M I C R O S E R V I C E S
A N T I F R A G I L E 5 :
X

73. M I C R O - M A N A G E M E N T
G O O D P E O P L E N E E D T H E I R S PA C E A N D T I M E
S T O P I T 6 :

74. P R O G R A M M E R A N A R C H Y O R O P E N S O U R C E M O D E L
H I R E G O O D P E O P L E A N D L E T T H E M B E S E L F - D I R E C T E D
A N T I F R A G I L E 6 :
X

75. S M & P O A R E H A L F - A * * E D R O L E S
L A C K O F O W N E R S H I P & A C C O U N TA B I L I T Y
S T O P I T 7 :

76. G A R A G E S TA RT U P S T Y L E L E A D E R S H I P
L E T P O W E R C E N T R E S E M E R G E D Y N A M I C A L LY
A N T I F R A G I L E 7 :
X

77. P E R F O R M A N C E A P P R A I S A L
S O M E E M P L O Y E E S W I L L A LWAY S G A M E T H E S Y S T E M
S T O P I T 8 :

78. “Simple, clear purpose and
principles give rise to complex
and intelligent behaviour.
Complex rules and
regulations give rise to simple
and stupid behaviour.”
Dee Hock

79. O P E N S A L A R I E S A N D S K I N I N T H E G A M E
B U I L D P O L I C I E S T O M A K E L I F E E A S Y F O R M A J O R I T Y N O T M I N O R I T Y
A N T I F R A G I L E 8 :
X

80. S C A L I N G A N D S U S TA I N I N G N I G H T M A R E S
L A R G E I S V U L N E R A B L E A N D C O M P L E X
S T O P I T 9 :

81. A U T O N O M O U S - A L I G N E D T R I B E S
K E E P I T S M A L L A N D S I M P L E
A N T I F R A G I L E 9 :
X

82. C E RT I F I C AT I O N
A B I L L I O N D O L L A R B U S I N E S S
S T O P I T 1 0 :

83. G E N E R A L I S I N G S P E C I A L I S T S W I T H H A N D S - O N S K I L L S
S P E C I A L I S T S C A N B E C O M E Q U I C K LY I R R E L E VA N T
A N T I F R A G I L E 1 0 :
X

84. A N D T H E L I S T G O E S O N …

85. T H A N K Y O U !
Q U E S T I O N S ?
Naresh Jain
@nashjain
http://nareshjain.com