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Heart of agile by Pierre Hervouet

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Agile has become mainstream in the IT industry, since that the multiplication of Agile practices which makes Agile implementation complex and uncertain, we have started to see failure in Agile implementations.

During this presentation we will start a simplification process by going back to the source of Agile, understand what Agile is and what it is not. We will discover what is the Heart of Agile, its essence, and how it embraces management.

Reference: Agile Manifesto, Heart of Agile blogs Alistair Cockburn, plus historical information about Agile mouvement

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Heart of agile by Pierre Hervouet

  1. 1. THE HEART OF AGILE What is Agile?
  2. 2. SPONSORS & PARTNERS
  3. 3. “WHAT IS AGILE?”
  4. 4. AGILE MANIFESTO Heart Of Agile PM BEFORE MANIFESTO AFTER MANIFESTO 2001
  5. 5. PM
  6. 6. Analysis / Requirements Design Implementation Testing / Verification Rollout /Maintenance Development
  7. 7. 7 # 1 X X X X # 2 X X
  8. 8. Scrum Stakeholder Product Owner Developers Product Owner Vision Scrum Master Product Backlog Potentially shippable Product Daily Stand-Up Sprint Sprint Review Burndown Charts
  9. 9. CRYSTAL
  10. 10. Dynamic Systems Development Method (DSDM)
  11. 11. FDD
  12. 12. ASD Project Initiation Adaptive Cycle Planning Concurrent Component engineering Quality Review Final QA & Release Speculate Collaborate Learn
  13. 13. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM
  14. 14. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM AGILE MANIFESTO
  15. 15. AGILE MANIFESTO
  16. 16. Agile Manifesto Values Working software over comprehensive documentation
  17. 17. What is the most important Word?
  18. 18. Agile Manifesto Values Working software over comprehensive documentation
  19. 19. 12 principles ▪ Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. . ▪ Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. ▪ Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. ▪ Business people and developers must work together daily throughout the project. ▪ Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. ▪ The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. ▪ Working software is the primary measure of progress. ▪ Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ▪ Continuous attention to technical excellence and good design enhances agility. ▪ Simplicity--the art of maximizing the amount of work not done--is essential. ▪ The best architectures, requirements, and designs emerge from self-organizing teams. ▪ At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  20. 20. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM AGILE MANIFESTO
  21. 21. Failed, 29% Challenged , 60% Successful, 11% Waterfall Failed, 9% Challenged , 52% Successful, 39% Agile
  22. 22. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM AGILE MANIFESTO
  23. 23. CERTIFICATIONS
  24. 24. COMPLEXITY OF AGILE
  25. 25. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM AGILE MANIFESTO
  26. 26. Beware the dark side of the force THE DARK SIDE OF agile THE NEW MANIFESTO
  27. 27. AGILE VALUES Individuals & Interactions OVER processes & Tools Working software OVER comprehensive documentation Customer Collaboration OVER Contract negotiation Responding to change OVER Planning
  28. 28. AGILE VALUES UNDERSTANDING Individuals & Interactions _NO_ processes & Tools Working software _NO_ comprehensive documentation Customer Collaboration NO_ Contract negotiation Responding to change _NO_ Planning
  29. 29. DARK SIDE OF AGILE PRINCIPLES Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Becomes Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. .
  30. 30. DARK SIDE OF AGILE PRINCIPLES Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage Becomes Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
  31. 31. DARK SIDE OF AGILE PRINCIPLES Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Becomes Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  32. 32. DARK SIDE OF AGILE PRINCIPLES Business people and developers must work together daily throughout the project. Becomes Business people and developers must be busy together daily throughout the project.
  33. 33. DARK SIDE OF AGILE PRINCIPLES Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Becomes Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  34. 34. DARK SIDE OF AGILE PRINCIPLES The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Becomes The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (ALWAYS !) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (and we have to do systematically detailled minutes)
  35. 35. DARK SIDE OF AGILE PRINCIPLES Working software is the primary measure of progress. Becomes Working software is the ONLY measure of SUCCESS.
  36. 36. DARK SIDE OF AGILE PRINCIPLES “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.” Becomes “Agile processes promote sustainable development (at minima). The sponsors, developers, and users should be able to maintain a constant pace (not to fast) indefinitely.”
  37. 37. DARK SIDE OF AGILE PRINCIPLES “Continuous attention to technical excellence and good design enhances agility.” Becomes “Continuous attention to technical excellence and good design enhances agility.” We deliver or “Continuous attention to technical perfection and perfect design enhances agility.”
  38. 38. DARK SIDE OF AGILE PRINCIPLES “Simplicity--the art of maximizing the amount of work not done--is essential.” Becomes “Simplistically-the art of maximizing the amount of work not done--is essential.”
  39. 39. DARK SIDE OF AGILE PRINCIPLES “The best architectures, requirements, and designs emerge from self- organizing teams.” Becomes “The best architectures, requirements, and designs emerge from self- managing teams.” or “The best architectures, requirements, and designs emerge from self- organized teams (by managers).”
  40. 40. DARK SIDE OF AGILE PRINCIPLES “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Becomes “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
  41. 41. Beware the dark side of the force THE DARK SIDE OF agile THE NEW MANIFESTO
  42. 42. DARK SIDE OF AGILE PRINCIPLES 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must be busy together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (and we have to report in detail) 7. Working software is the ONLY measure of SUCCESS. 8. “Agile processes promote sustainable development (at minima). The sponsors, developers, and users should be able to maintain a constant pace (not to fast) indefinitely (like the project).” 9. “Continuous attention to technical perfection and perfect design enhances agility.” 10. “Simplistically-the art of maximizing the amount of work not done--is essential.” 11. “The best architectures, requirements, and designs emerge from self-organized teams.” 12. “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
  43. 43. THE HEART OF AGILE
  44. 44. XP SCRUM ASD Pragmatic programming DSDM FDD CRYSTAL PM AGILE MANIFESTO Heart Of Agile
  45. 45. SHU - HA – RI FOLLOW THE RULES BREAK THE RULES BE THE RULES
  46. 46. SHU - HA – RI - KOKORO FOLLOW THE RULES BREAK THE RULES BE THE RULES The Heart
  47. 47. 400 WORDS
  48. 48. 400 WORDS
  49. 49. 4 VERBS
  50. 50. Fortune teller
  51. 51. THE FORTUNE TELLER
  52. 52. CREDITS Alistair Cockburn http://alistair.cockburn.us/Heart+of+Agile+Fortune+Teller+in+English http://alistair.cockburn.us/Collaboration+Cards
  53. 53. Pierre Hervouet Contact Informatio n +961.(0)3.665.755 phervouet@upward.consulting pierre.hervouet@agilelebanon.org www.upward.consultingContact Information www.facebook.com/upwardconsult @pierre_hervouet @agilelebanon www.facebook.com/agilelebanon +32 (0)470 42 05 81

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