1.
Agile as a metabolism
The complexity in the simplicity of Agile
Dubai, March 2018
Arie van Bennekum (Co-author Agile Manifesto)

2.
SPONSORS & PARTNERS

3.
Just do

4.
FACTS
• NOT what the business needs
• A lot of hindering errors
• Development over budget
• Development over time
CAUSES
• Business needs = communication
• A lot of hindering errors = discipline
• Development runs over budget = efficiency
• Development of the solution over time = business value
THE HERE AND NOW
• Digital era = transformation in process or in to be started
• Agile = facilitates digital transformation
• Agile = needed to be responsive in the digital world
• Agile = has to be an integrated corporate approach

5.
SHORTER TIME TO
MARKET
TECHNOLOGY
& INNOVATION
SHORTER PRODUCT LIFE
CYCLE
GLOBALIZATION
& COMPETITION

6.
We need
it

7.
EXPLOREwhiledeveloping
YOU NEED IT

8.
BRIDGETHEGAP end-to-end
FOR EFFICIENCY

9.
THE INTERACTION CONCEPT

10.
CREATE INTERACTION WITH THE
RIGHT PEOPLE
Content withallstakeholders
For validation & verification
Progress withSolution development team
to inform and to solve
Estimation with allproducing
To become predictable

11.
CREATE QUALITY BY DISCIPLINE
• Rituals
• DoD
• Respecting WIP limits

12.
CREATE VALUE THROUGH FOCUS
• Want vs. needs
• Limited WIP
• Deliver frequently

13.
CREATE EFFICIENCY BY
TAKING OUT REDUNDANT WORK
• Documentation
• Maximising work not done

14.
Valueindividuals andinteraction
over processes andtools
Valueworkingsolutions
over comprehensive documentation
Valuecustomercollaboration
over contract negotiation
Valueresponding tochange
over followinga fixedplan

15.
Agile Manifesto
We follow these 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.

16.
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.

17.
AN INTERACTION CONCEPT
• Stay in touch
• Transparancy is the carrier
• Technique is the facilitator
• Replace paradigms for a new metabolism
• Technology can make you excel

18.
SOME PARADIGMS
• Documentation vs MS-Word
• Reporting format vs old paterns
• Regular job evaluation
• Identity crisi
• Individual task vs team responsibility
• Requirements thinking vs objectives
• Maximising work not done vs silo’s
• Limiting WIP vs “it’s important”
• “It’s a must”
• Integrated testing vs. silo’s
• Directing people vs trust
• “You know what I want”

19.
www.integratedagile.com

20.
Sprint themes
Training / Foundations
Team space / Integration wall
Synchronize
Align all involved

21.
Follow
Where the teams follow the coaches
Sprint themes
Team rituals
Community start up

22.
Lead
Where the teams lead, individual get feedback
Sprint themes
Individual refinement
Tooling

23.
Hand over
Prepare for the next wave and the future
Themes
(Re-)assessment
Celebrate

24.
www.integratedagile.com

25.
Wemanity
The Agile Driving Force
arie@wemanity.com
www.integratedagile.com
www.wemanity.com
#arievanbennekum

26.
Key success factor: coaches
Management coach Organization coach
Team coach Development coach
40% Agile experts
60% Behavior scientist

27.
Key success factor: internal coaches
On boarding candidate internal Agile coaches
Wave 1, shadow coach, synchronize for coach team alignment
Wave 2, co-coach, follow the external coaches for team alignment
Wave 3, full delivery coach & lead for continuous individual refinement

28.
FunctionalDesign
Maintenance
Requirements
Analysis
Technical design
Development
Test
Demo
Decision
TRADITIONALWAY

29.
Foundations
TBL
Heart beats
Sprint
Changing requirements
Agile interaction rituals
Retrospectives
Demo’s
Information radiators

30.
To make sure you have the right starting point
To make sure you have a foundation for choices
To be able to test if we do the right thing
THIS IS A PRE-CONDITION
SMART OBJECTIVES

31.
Daily’s
The platform for:
Move from individual to team
Know where we are in the process
Make hindering factors surface
FOR EFFICIENCY

32.
Heart beats
Facilitated sessions, focus on the contentof the solution
For iterative, validation & verification
For acceptance, ROI
Creates speed, productivity and quality
Creates consenus, ownership (acceptance) and overview
The platform for:
Decision making
Estimations
MoSCoW
Reviewing
Demo
etc.
NO EXCUSES

33.
Integrated testing
IT IS NOT A MINI WATERFALL

34.
XP practices
CREATE SHARED SOLUTION KNOWLEDGE

35.
PRIORITISEQUANTIFY VALUE

36.
INTEGRATED AGILE
TO TRACK DEPENDENCIES

37.
(DE-) SELECT
A TEAM IS LIKE A BUCKET

38.
LIMIT WIP
STOP STARTING, START FINISHING