Agile Methods

Craig Smith

Minutesin

Welcome…

Let’s Go!

Foundations

Agile Manifesto--

Agile Manifesto--

17 signatories 2001 agilemanifesto.org

Values

Principles

Signatories

Scrum1

Scrum1

Jeff Sutherland / Ken Schwaber 1996 scrumguides.org

“A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.”

Process

Roles

Theory

Basis for most

iterative

processes /

methods

currently in use.

Opinion

+

-

Scrumbut (Scrumand)1a

ScrumBut (ScrumAnd)1a

Eric Gunnerson 2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx

“We're doing Scrum but...”“We use Scrum and...”

Ken Schwaber 2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/

ScrumBut vs

ScrumAnd

ScrumAnd

framework

“We use Scrum and we are collaborating and brainstorming within the Scrum Team to increase value every Sprint.”

"We're doing Scrum but..."our sprints are 12 weeks long”

ScrumBut

ScrumAnd

Extreme Programming (XP)2

Extreme Programming (XP)

Kent Beck 1996 extremeprogramming.org

“Extreme Programming is the first popular methodology to view software development as an exercise in coding rather than an exercise in management.”

Principles

Values

2

Process

Practices

+

-Practices have become

software engineering

good practice Opinion

Crystal3

Crystal3

Alistair Cockburn 1992 alistair.cockburn.us/crystal+methodologies

“Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software development methodologies… designed to scale by project size and criticality”

Methodology:

Size vs CriticalityProperties

+

-

Exploratory 360 degree

Early victory

Walking skeleton

Incremental

rearchitecture

Information radiators

Strategies

Dynamic Systems Development Method

(DSDM)4

Dynamic Systems Development Method

(DSDM)4

DSDM Consortium 1994 dsdm.org

“Incorporates project management disciplines… to ensure… project benefits are clear,… proposed solution is feasible and …solid foundations in place…”

Process

Deliverables

MoSCoW Practice

Principles

+

-

Feature Driven Development

(FDD)5

Feature Driven Development

(FDD)5

Jeff De Luca 1997 featuredrivendevelopment.com/

“a recipe for simplified, enhanced and measurable project management: patterns of play that bring success.”

ProcessParking Lot

Practice

Best

Practices

+

-

Adaptive Software Development

(ASD)6

Adaptive Software Development (ASD) /

Adaptive Leadership6“Adaptive Software Development does not provide a set of prescriptiverules or tasks, but a framework of concepts, practices, and guidelines”

Jim Highsmith 1992 adaptivesd.com

Lifecycle

Characteristics

Agents

Environments

Emergence

Complex Adaptive

Systems

(CAS) Theory

+

-

Lean

Lean / Lean Manufacturing / Lean

Enterprise / Toyota Production System7

Lean / Lean Manufacturing / Lean

Enterprise / Toyota Production System7“Lean uses less of everything compared with mass production…

As it inevitably spreads… will change almost everything in almost every industry…”

Eli Whitney Taichi Ono James Womack 1850 1936 1990 lean.org

Lean Principles

Improvement Kata

8 Wastes (Muda)+

-

Lean Software Development7a

Lean Software Development7a“Lean uses less of everything compared with mass production…

As it inevitably spreads… will change almost everything in almost every industry…”

Mary & Tom Poppendieck 2003 poppendieck.com

7 Principles /

22 Tools

+

-

Deming System of

Profound Knowledge8

Deming System of

Profound Knowledge8“An effective theory of management that provides a framework of thought and action

for any leader wishing to transform and create a thriving organization…”

W. Edwards Deming 1939 deming.org

Theory of

Knowledge

Knowledge of VariationSystems Thinking

14 points

for management

+

-

(Product Development) Flow9

(Product Development) Flow9“...the dominant paradigm for managing product development is wrong.

Not just a little wrong, but wrong to its very core.”

Donald G. Reinertsen 2009 lpd2.com / leanproductflow.com

Optimum

Batch Size

High Delay Cost

Job First

Failure to correctly quantify economics

Blindness to queues

Worship of efficiency

Hostility to variability

Worship of conformance

Institutionalization of large batch sizes

Underutilization of cadence

Managing timelines instead of queues

Absence of WIP constraints

Inflexibility

Noneconomic flow control

Centralized control

12 Cardinal

Sins

175

Principles+

-

Kanban

(Modern Management Methods)10

Kanban

(Modern Management Methods)10“...evolutionary change model that utilizes a kanban (small k) pull system, visualization,

and other tools to catalyze the introduction of Lean ideas into technology…”

David J. Anderson 2010 djaa.com

Start with what you do now

Agree to pursue incremental,

evolutionary change

Respect the current process, roles,

responsibilities and titles

Leadership at all levels

Kanban Board

4 Principles

5 Core

Properties

+

-

Personal Kanban11

Personal Kanban11“...provides a light, actionable, achievable framework for understanding

our work and its context.”

Jim Benson / Tonianne DeMaria Barry 2011 personalkanban.com

2 Rules of

Personal Kanban

Get your stuff ready

Establish your value stream

Establish your backlog

Establish your work in progress limit

Begin to pull

Reflect5 Steps

+

-Throughput

Lean Startup12

Lean Startup12“It's ultimately an answer to the question

‘How can we learn more quickly what works, and discard what doesn't?”

Eric Ries 2008 theleanstartup.com

5 Principles

Process

Popularised

+

-

Extensions

Hybrid Agile (Scrumban, Xanpan,

Nonban, Water-Scrum-Fall)13

Hybrid Agile (Scrumban, Xanpan,

Nonban, Water-Scrum-Fall)13“Using one or more aspects of different methods

Xanban

Water

Scrum

Fall

ScrumbanNonban

ScrumPLOP

(Pattern Languages of Programs)14

ScrumPLOP

(Pattern Languages of Programs)14“ScrumPLoP mission is to build a body of pattern literature around…

communities, describing… insights, so we can easily share them.”

Jeff Sutherland / Jim Coplien 2010 scrumplop.org

Pattern

Spreadsheet

Pattern

Map

+

-

Enterprise Transition Framework

(ETF)15

Enterprise Transition Framework

(ETF)15“…focus of ETF is to allow an organization to implement continuous improvement

and to experience change in an empirically controlled way.”

Agile42 2014 agile42.com/en/agile-transition/etf/

+

-

Framework

Accelerated Agile16

Accelerated Agile16“…Brings agile principles into the 21st century… to think differently about design, architecture, development & testing, operations, automation & team dynamics…”

Dan North 2010 dannorth.net

3 ages of agile

Avoiding problems

Fits in my head

Micro services

Focussed effort

Release mentality is harmful

Software: asset or liability

Blink estimation

Thoughts Workshop Agenda Deliberate Discovery

+-

Extreme Manufacturing

(Wikispeed)17

Extreme Manufacturing

(Wikispeed)17“…Set of technical practices and management principles to go from an idea to a

product or service in the customers hands in less than 7 days.”

Joe Justice 2008 wikispeed.org

Wikispeed

Process-

+

Certifications

(BABOK / PMI ACP / icAgile / …)18

18

PMI-ACP

IIBA BABOK

Agile

Extension

PRINCE2

Agile Best

Practice

ICAgile

Certification

Certifications

(BABOK / PMI ACP / icAgile / …)

Scale

Agile Unified Process

(AUP)19

Agile Unified Process

(AUP)19“…A simplified version of the Rational Unified Process (RUP)…”

Scott Ambler 2005 ambysoft.com/unifiedprocess/agileUP.html

Lifecycle

Philosophies

Disciplined Agile Delivery

(DAD)19a

Disciplined Agile Delivery

(DAD)19a“…People-first, learning-oriented hybrid agile approach… has a

risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.”

Scott Ambler 2012 disciplinedagiledelivery.com

Lifecycle

ScalingKey Aspects

+

-

Enterprise Unified Process

(EUP)19b

Enterprise Unified Process

(EUP)19b“…a full-fledged software process

…is an extension to the solution delivery methodologies such as DAD.”

Scott Ambler 1999 enterpriseunifiedprocess.com

Lifecycle

When to Adopt

+

-

Large Scale Scrum

(LeSS)20

Large Scale Scrum

(LeSS)20“…a label to imply regular Scrum plus the set of tips we have seen work in large

multiteam, multisite and offshore agile development.”

Craig Larman / Bas Vodde 2008 craiglarman.com

Large Scale

Scrum FW-1

(up to 10

teams)

Large Scale Scrum

FW-2 (many teams)

+

-

Enterprise Scrum21

Enterprise Scrum21“… provide an expanded and more detailed framework foundation of Scrum so that we

can use Scrum for business, generic or scalable purposes.”

Mike Beedle 2010 enterprisescrum.com

Model

Business Skin

Improvement Cycles

+

-

Scaled Agile Framework

(SaFE)22

Scaled Agile Framework

(SaFE)22“…Interactive knowledge base for implementing agile practices at enterprise scale...

Highlights the individual roles, teams, activities & artifacts necessary to scale agile…”

Dean Leffingwell 2007 scaledagileframework.comFramework

+

-

@Spotify / Squadification23

@Spotify / Squadification23“…Scaling using tribes, squads, chapters and guilds”

Henrik Kniberg 2012 blog.crisp.se

Principles

+

-

Approach

Engineering

Culture

XSCALE (AgileTNG)24

XSCALE (AgileTNG)24“We are uncovering better ways to deliver products and services

by improving our teams, enterprises and community.”

Peter Merel 2014 agiletng.org

+

-

Framework

Development

& Testing

DevOps25

DevOps25“a response to the interdependence of software development and IT operations.”

Patrick Debois 2009 jedi.be/blog/

Lifecycle

Relationship

Process

Principles

-

+

Programmer Anarchy26

Programmer Anarchy26“Developer driven development”

Fred George 2010 db.tt/4qFljVxU

Customer

Project

Manager

Developer

Business

Analyst

Quality

Assurance /

Test

Reduction in RolesAgile Manifesto & XP Values

Standups Trust with co location

Story narratives

Retrospectives

Estimates

Iterations Results, not blame

Mandatory pairing

Unit tests, acceptance tests

Refactoring

Patterns Small, short lived apps

Continuous integration Continuous deployment

Missing

Agile Practices

+

-

Mikado Method27

Mikado Method27“…a pragmatic, straightforward, and empirical method to plan and perform non-trivial

technical improvements on an existing software system.”

Ola Ellnestam / Daniel Brolund 2009 mikadomethod.wordpress.com

Analogy

Mikado Graph

+

-Method

Mob Programming28

Mob Programming28“All the brilliant people working at the same time, in the same space, at the same

computer, on the same thing”

Woody Zuill 2012 mobprogramming.org

Group work area

One computer for

programming, all can see

Driver/navigator

15 minute rotations

Team communication

ownership

Whole Team

Rotation

Key

Practices

Process

+

-

TDD / ATDD / BDD / SBE29

TDD / ATDD / BDD / SBE29“Begin with the end in mind…”

Kent Beck Dan North Gojko Adzic 1994 2006 2011

TDD / ATDD

Process

Deriving scope from goals

Specifying collaboratively

Refining specifications

Automating tests based on examples

Validating frequently using tests

Evolve documentation system from

specifications with examples

SBE

Practices

+

-

Context Driven Testing30

Context Driven Testing30“…Advocates testing in a way that conforms to the context of the project, as opposed

to testing in a way that follows some fixed notion of "best practice."

James Bach / Cem Kaner / Brian Marick / Bret Pettichord 2001 context-driven-testing.com

Principles

Community+

-

Leadership

Vanguard Method31

Vanguard Method31“…Means for helping service organisations change from a conventional

‘command-and-control’ design to a systems design.”

John Seddon 1985 vanguard-method.com

• Managers must know the system before changing it or making decisions within it

• Managers shouldn’t control what is said to customers, only front line staff dealing with

customers are best placed to understand context

• Generalists over specialists

• Management by numbers makes performance worse

• When managers believe they know best, they inhibit ideas

• Improvement requires understanding the true problems, not fixing the problems you think you

have

• Instead of establishing standards, ensure capability and purpose

• “Good enough” is the fast track to being mediocre. Systems thinking is the desire to be perfect

• Reports serve the hierarchy, they don’t serve constructive action

• Never use the hierarchy to find out what is going on

• Be wary of using the hierarchy to solve problems rather than connecting the two parts

• Intrinsic motivation over targets

• Management’s job is not to exert control through hierarchy with arbitrary measures,

management’s job is to achieve real control by working on the system

• 95% of a worker’s performance is attributable to the system, management’s job is to work on

the system, know the types of demand requests

• Standardisation is in effectual in variable outcome work. Economy comes from flow, not scale.

• Manage value drives cost out of the system, managing costs drives cost up

• Change requires no plan, the only plan is – get knowledge

• Economies achieved through less of a common resource are marginal compared to the

economies achieved through flow – redesign the services against the demand

• Control the organisation with arbitrary measures and in fact, you actually diminish control. Or

control the organisation with measures related to purpose, used where the work is done, and

you will achieve genuine control, and what’s more your people will innovate.

• Understanding the causes of failure demand leads to redesigning services; failure demand is

systemic, a product of the system, you can only remove it by changing the system

Principles

+

-

Holocracy32

Holocracy32“…Radically changes how an organization is structured, how decisions are made, and how power is distributed.”

Brian Robertson 2006 holacracy.org

Process

Circle

StructureHolacracy

Constitution

+

-

Rightshifting33

Rightshifting33“Improving the effectiveness of knowledge-work businesses/”

Bob Marshall 2008 flowchainsensei.wordpress.com/rightshifting/

SDLC – Various Stages

of Effectiveness

Project Management

Effectiveness

Marshall

Model

Stages

+

-

Beyond Budgeting34

Beyond Budgeting34“…‘Budgeting’ is not used in its narrow sense of planning and control, but as a generic

term for the traditional command and control management model”

Jeremy Hope / Robin Fraser / Peter Bunce Bjarte Bogsnes 1998 bbrt.org

PrinciplesApproach

+-

Radical Management35

Radical Management35“…A way of managing organizations that generates at the same time high productivity,

continuous innovation, deep job satisfaction and customer delight. Radical.”

Steve Denning 2010 stevedenning.com/radical-management

Commit

Target

Focus

Read Their Minds

Innovate in Stages

Evaluate

Customise

Partner with Customers

Empower

Measure

Principles

Delight The Customer

+-

Stoos Network36

Stoos Network36“Uncovering better ways of leading organisations”

Stoos Network 2012stoosnetwork.org

+

-

Problems

Management 3.037

Management 3.037“…Help… grow and transform organizations into becoming great places to work.”

Jurgen Appelo 2011 management30.com

Model

Empower People

Improve Everything

+-

Individuals &

Interactions

Drive38

Drive38“…The secret to high performance… is the deeply human need to direct our own lives,

to learn and create new things, and to do better by ourselves and our world.”

Dan Pink 2009 danpink.comKey Points

Intrinsic

Motivation+

-

Theory of Constraints39

Theory of Constraints39“A chain is no stronger than its weakest link.”

Eli Goldratt 1984 goldratt.com

Process of Ongoing

Improvement

Bottlenecks

Thinking Process

+

-

Cynefin40

Cynefin40“a perspective on the evolutionary nature of complex systems,

including their inherent uncertainty.”

Dave Snowden 1999 cognitive-edge.com

Model

+

-

Final

Thoughts

Oath of Non Allegiance--

Oath of Non Allegiance--

Alistair Cockburn 2010 alistair.cockburn.us/oath+of+non-allegiance

I promise not to exclude from

consideration any idea based

on its source, but to consider

ideas across schools and

heritages in order to find the

ones that best suit the current

situation.

““

Craig Smith

http://www.craigsmith.id.au

craig@craigsmith.id.au

@smithcdau

Questions?