1. If Agile had Oscars, which of its principles would qualify as “leading” vs “supporting?” David Greene 410-967-1650 d7greene@gmail.com BEFORE THE TALK: Please review handout with 12 principles and select the 3 you believe to be most important and fundamental.

2. Contents Intro slides Agile in two pictures 12 principles from 2001 Manifesto –Top 3 –Other 9 –Relate to first page of Manifesto –Selected practices behind Top 3 principles Learnings from manufacturing/Lean What to do next –Assess what you’re already doing (and gaps) –Selecting pilot projects & a flavor of Agile –Think about scaling

3. Why I’m here today “never seen a good software spec” Elements of an Agile requirements/story workshop from The Agile Samurai : –Get a big open room –Draw lots of pictures –Write lots of stories –Brainstorm everything else –Scrub the list & make it shine

4. Alexis de Toqueville

5. What “Best Practice” really means Usually good or great Possibly fair or even a miserable failure in certain circumstances. Focus of talk: fundamental principles, not practices

6. Agile in two pictures (part 1)

7. Agile in two pictures (part 2) Source: http://www.applitude.se Plan driven Value driven

8. Three “leading” Agile principles #3 Frequent delivery (working software) #4 Close communication #12 Reflective improvement

9. Of 12 principles, which 3 “lead”? Enablers #5 Support & trust, #9 Technical excellence, #10 Simplicity Results #1 Valuable SW & satisfied customer #2 Harness change for competitive advantage #9 Constant pace Methods & tools #6 Face-to-face #7 Working software as primary measure of progress #11 Self-organizing teams Leading principles #3 Frequent delivery #4 Close communication #12 Reflective improvement

10. End of 1 st “iteration”

11. Frequent delivery Practices supporting the principle: Planning game Relative estimation Backlog’s prioritized by value Limits on WIP

12. Close communication Practices supporting the principle: Co-location & face-to-face meetings (will virtual communication tools get better?) –Stories –Daily standups –Pair programming Big visible info radiators (Kanban board, burndown charts) Planning game Test-driven development

13. Reflective improvement Practices supporting the principle: Adapt (don’t adopt) an Agile methodology Retrospectives –Traditional weakness/problem analysis –Appreciative inquiry Traditional quality methods

14. Learning from Manufacturing/Lean 7 wastes for Manufacturing Corresponding wastes for Software 1.Overproduction 2.Inventory 3.Extra processing 4.Transportation 5.Motion 6.Waiting 7.Defects 1.? 2.? 3.? 4.? 5.? 6.? 7.?

15. Learning from Manufacturing/Lean 7 wastes for Manufacturing 7 corresponding wastes for Software 1.Overproduction 2.Inventory 3.Extra processing 4.Transportation 5.Motion 6.Waiting 7.Defects 1.Extra features 2.Partially done work 3.Relearning 4.Handovers 5.Task switching 6.Delays 7.Defects

16. Agile trend or fad? ’50 ’60 ’70 ’80 ’90 ’00 ‘10 Waterfall Spiral RAD RUP Agile (Sm) Agile (Lg) OOP…IDEs …UML… Deming Toyota Lean PC Web Web 2.0 Cloud… SOFTWARE MFG

17. Next: What are you already doing? #3 Frequent delivery (working software) #4 Close communication #12 Reflective improvement

18. Next: Choosing pilot projects Colt Simple, young projects. Need agility. Tight teams. Bull Agility to handle uncertainty. Process definition to cope with Complexity. Laissez faire. Cow Complex mature market. Needs defined interface. Source: Todd Little via Israel Gat Low  Complexity  High Low  Uncertainty  High

19. Source: Dean Leffingwell

20. Question time David Greene d7greene@gmail.com 410-967-1650