20160531 become the leading example klaverblad (sander hoogendoorn)

@aahoogendoorn | www.ditisagile.nlThe current state of agile in ten easy lessons 1

@aahoogendoorn | www.ditisagile.nl

Beyond breaking bad. The current state of agile in ten easy lessonsSander Hoogendoornditisagile.nlMentoring ▪ Consulting ▪ TrainingAgile ▪ Software architecture ▪ Code


Sander Hoogendoorn

MeIndependent dad, mentor, trainer, software architect, programmer, speaker, writerBooks, articles, training courses, conferences

WorkOwner ditisagile.nlCTO Klaverblad Verzekeringen a.i.

Webwww.sanderhoogendoorn.com@[email protected]



The waterfall model and why it should have never existedLesson 1


Boehm’s lawTesting is always too late



Agile is no silverbullet eitherLesson 2


Agile conferences… and why I stopped going


“Make sure you don’t miss the agile elephant versus the waterfall elephant in the lobby.”

“During this session we are going to discuss the Happiness Index of projects.”

“Add Ready for Celebration before the Done column on your Kanban board”


The manifesto for what again?



A scrum master is not always a true masterLesson 3


Lowering our fences


Dogmagile


Scrumman



We are not manufacturingLesson 4


We are using the wrong metaphors


Manufacturing? Construction?

—


Manufacturing and construction are mostly linear processes. Software development is a creative process and it is very much non-linear. Sorry.Sander

Hoogendoorn



Self-organizationis pretty toughLesson 5



Allow the team to learn continuouslyLesson 6


Fail fast, fail often, fail forward



You are not Usain BoltLesson 7


SprintsScrum’s mini-projects


The red sprint anti-pattern


Yesterday’s Weather



Get rid of yourstereotypicalScrum boardLesson 8


What’s the real status?


Visualize your flow…



There is no suchthing as one-size-fits-allagileLesson 9


Having a little process isn’t bad


What do you mean Scrum is not a process?


Is large scale agile just multiple copies?


Or does large scale require a large scale process?


Does agile scale?If you don’t succeed at agile in a team 5-person team, what makes you think you’ll succeed at enterprise level?


Build agile from the ground up



Do we really need projects?Lesson 10


The Project Management Institute (PMI) has defined success as onTime, onBudget, and onTarget also known as the Triple Constraints and the Iron Triangle. However, we have seen many projects that have met the Triple Constraints and did not return value to the organization or the users and executive sponsor were unsatisfied.

The Standish Group has redefined project success as onTime, onBudget with a satisfactory result.

The Standish Group


Small increments or big releases?What if Twitter…


Minimal viable product


Continuous deliveryAn approach in which teams ensure that every change to the system is releasable, and that we can release any version at the push of a button. It is aimed to make releases boring, so we can deliver frequently and get fast feedback on what users care about.

Jez Humble


If it hurts, do it more often


If everything seems under control, you’re not going fast enough.

Mario Andretti



In retrospectiveSome final thoughts


Growth is painful. Change is painful.But being stuck in a place you don’t want to be is extremely painful.



References and questionswww.sanderhoogendoorn.comwww.smartusecase.comwww.speedbird9.com

[email protected]

@aahoogendoorn

20160531 become the leading example klaverblad (sander hoogendoorn)

Leadership & Management