IIT Academy: Agile. Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.

1. HELLO AGILE!
HI Per Lean Practice
IIT Academy
Industrie IT
www.industrieit.com
Agile 101

2. HELLO AGILE!
HI Per Lean Practice
Hello Agile!
What do you know?
What have you done?
What don't you know but want to know?
What are you concerned/sceptical about?

3. HELLO AGILE!
HI Per Lean Practice
Contents
1. Agile Manifesto
2. 12 Agile Principles & Attitude to Change
3. Kanban & Scrum
4. Scaling Agile
5. Scrum Mastering and Agile Coaching
6. Certifications, Training and Networks
7. Hi Per Lean Practice

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Agile Manifesto1

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Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to
value:
individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.

6. VISIBILITY
INSPECTION
ADAPTATION

7. Agile is not a silver bullet. It’s not a design methodology. It
doesn’t tell you what to do.
It’s a philosophy that empowers you to practice visibility,
inspection and adaptation. i.e. it’s a science.
Are the people empowered?
Is product/client/delivery/people visibility created?
Are there regular inspections of the visible state?
Do the people proactively adapt as a result?

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Review
Manifesto
Visibility - Inspection - Adaptation
Demystifying Agile

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12 Agile Principles2

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The Twelve 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 work together
daily throughout the project

11. HELLO AGILE!
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The Twelve Principles
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
7. Working software is the primary measure of progress
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely

12. HELLO AGILE!
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The Twelve Principles
9. Continuous attention to technical excellence and
good design enhances agility
10. Simplicity - the art of maximizing the amount of work
not done - is essential
11. The best architectures, requirements, and designs
emerge from self-organizing teams
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behaviour accordingly

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Attitudes to Change
Traditional
“change is the exception”
• disruptive
• implies a failure in planning
• can be feared/resented
• plan in order to avoid it
• control it tightly
Agile
“change is the norm”
• inherent part of the process
• implies learning
• is valued/welcomed
• look for opportunities to introduce it
• manage it flexibly

14. Bottom line checklist
1. Working software
2. “Kaizen” Continuous Improvement
3. What the business needs most
Example full scorecard in appendix.

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Review
12 Principles
Attitude to Change
The Bottom Line

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Kanban and Scrum3

17. Scrum & Kanban
Scrum Kanban Others
A framework of
roles and
ceremonies that
balance creation of
self-managed
teams with agility.
Scheduling system
for just in time
production
Not covered.
Encourage
research!

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Scrum

19. PRODUCT
OWNER
TEAM
ENVIRONMENTAL
MARKET FORCES
PRODUCT
BACKLOG
SCRUM
MASTER
SPRINT
BACKLOG
PLANNING
POKER
BOARDS BURN-DOWN
CHART
PLANNING
PART 1
PLANNING
PART 2
DAILY
STAND UP
RETROSPECTIVE
DEFINITION OF
DONE
SHOWCASE
THE SPRINT
GROOMING
INSIGHT
STAKEHOLDERS
INCEPTION

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The Agile Ecosystem
PRODUCT
OWNER
BURN-DOWN
CHART
PLANNING
POKER
SCRUM
TEAM
USER STORIES
SPRINT BACKLOG
DEFINITION OF DONE
DELIVERY
LEAD
STORY
BOARDS
PRODUCT
BACKLOG
ENVIRONMENTAL
MARKET FORCES
CEREMONIES PRACTICES
SELF-
ORGANISATION
BEHAVIOURS
IMPEDIMENTS
& RISK

21. With the right conditions
team performance improves by 240%*
http://www.rapidscrum.com/shock.php

22. SCHEDULE
SCOPE
QUALITY
BALANCING: SCOPE VS SCHEDULE
Manage Delivery
Add | Remove | Re-prioritise

23. Scrum Measures

24. SPRINTSCOPE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PREDICTED END DATE
IDEAL
SPRINT BURN-DOWN
THE SPRINT

25. SPRINTSCOPE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PREDICTED END DATE
SPRINT BURN-DOWN
REMOVED
FROM
CURRENT
SPRINT
THE SPRINT

26. RELEASE BURN-DOWN
1.0RELEASE 1.1 1.2 1.3
PRODUCT
BACKLOG
1.4
FEATURE A
COMPLETE
FEATURE B
COMPLETE
A
B
C
D
E
FEATURE C
COMPLETE
PREDICTED RELEASE OF ALL FEATURES

27. Before v After
Scrum

28. 8 “sprints” in
65 points, 15 delivered

29. 39 sprints in
47 points, 47 delivered

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Kanban

31. Kanban 101
• Visual board
• Limit Work in progress (WIP)
• “Create & Monitor Flow”
• Measurement: Cumulative Flow

32. The TPS House
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
Production Levelling
改善
Continous Improvement
⾃自働化
Autonomation

33. The Toyota Way
14 pillars of the philosophy.
Sample:
#1: Base your management decisions on a
long-term philosophy, even at the expense of
short-term financial goals.

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The Three Variations
1. Muda 無駄 - waste
2. Mura 無斑 - unevenness
3. Muri 無理 - overburden

35. Before v After
Kanban

36. Started the rapid team

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Review
Kanban vs. Scrum
Scrum detail + example
Kanban detail + example

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Scaling Agile4

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Large Scale Agile (LeSS)
Scaled Agile Framework (SAFe)
Disciplined Agile Delivery (DAD)
XSCALE
Dynamic Systems Development Method (DSDM)
Thoughtworks Scaling
Some Frameworks

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Portfolio
Programs
Teams
STRATEGIC
TECHNICAL
& IMPLEMENTATION
INTEGRATION,
CO-ORDINATION
& RELEASE
BACKLOG
high level
BACKLOG
elaboration
BACKLOG
high detail
KANBAN
TEAMS
KANBAN
portfolio manager
UX, DevOps,
Automation SME
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,
incl. senior architect
release & integration
managers
Kanban
Team(s)
Scrum
Team(s)
Vision
Benefits &
Measures
Capability
Roadmap
Strategic
Architecture
UX, DevOps,
Automation, et al.
Prioritisation &
Scheduling
Systems Architecture &
Technical Debt
Release Planning
Development
Measurement and Continuous Improvement
…
permanent teams
of 5-9 people:
cross-skilled,
self-managing,
high performing.
SCRUM AND
KANBAN TEAMS

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Agile Coaches and Scrum Masters5

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Scrum Masters
Product Owners
Iteration Managers
Agile Coaches
Scrum Roles

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A nice person with a
deep knowledge of scrum
Scrum Masters

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A nice person with a deep knowledge of
Agile toolkits, scrum, kanban, lean
Agile Coach

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Principles &
Philosophy Prescription
Philosophical Framework vs. Prescription
target ideal state

47. HELLO AGILE!
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Principles &
Philosophy Prescription
Agile Coaching
target ideal state
AGILE COACHING
tailors the philosophy to
the organisation via kaizen
approximation

48. HELLO AGILE!
HI Per Lean Practice
Principles &
Philosophy Prescription
Agile Coaching
target ideal state
AGILE COACHING
tailors the philosophy to
the organisation via kaizen
approximation
Far harder to extract
lean pragmatism from a
prescriptive approach

49. HELLO AGILE!
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There is something you should understand about
the way I work. When you need me but do not want
me, then I must stay. When you want me but no
longer need me, then I have to go. It's rather sad,
really, but there it is.
- Nanny McPhee

50. HELLO AGILE!
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originalvelocity
change
uncertainty
make-or-break
point
peakenthusiasm
“themoment
ofclarity”
performing
self-diagnosing
self-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
scrumstarts
changeweariness
Short term
Agile Adoption

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changeweariness
performingself-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
make/break+clarity
Short term
Agile Adoption
With Agile Coach

52. HELLO AGILE!
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changeweariness
performingself-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
make/break+clarity
Short term
Agile Adoption
With Agile Coach

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perception of maximum performance
maturescrum
incremental
improvements
asymptoticallyapproach
maximalperformance
velocity x
enthusiasm x
productivity
sprints @
long scale
40+ sprints20+ sprints
Long term
Agile Adoption

54. HELLO AGILE!
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perception of maximum performance
re-norming
highperformingteamcontinuallyreset
performance
expectations
sprints @
long scale
significanttry-and-see
“productivityhacking”
velocity x
enthusiasm
40+ sprints20+ sprints
Long term
Agile Adoption
With Agile Coach, effective
support from management and
emergence of a self-organised,
high-performing team
*240% increase in productivity **400% increase

55. HELLO AGILE!
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Certifications, Training and Networks6

56. HELLO AGILE!
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Certification & Training
Certified Scrum Masters
Scrum Alliance
• originally no exam
• more popular
Professional Scrum Masters
Scrum.org
• Supports scaled scrum
• Arguably more ‘prestigious’ in
community, PSM is exclusive
• Exam required
• Courses include:
• Scaled
• Foundations
• Scrum Master
• Developer
• Product Owner

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Scaling Certifications
For example:
http://www.scaledagileframework.com/
http://www.scaledagileacademy.com/

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Meetups
http://www.agileaustralia.com.au/2015/
http://www.meetup.com/Agile-Sydney/
http://www.meetup.com/Sydney-Scrum/

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Review
Agile Coaches and Scrum Masters
Philosophy vs. Prescription
Change Adoption
Community and Certifications

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Hi Per Lean Practice7

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IIT Community of Knowledge
Hi Per = High Performing + Lean
Experience, Exposure, Education
“Pragmatic Agile”
Cycling Tacit and Explicit

62. HELLO AGILE!
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Review: Agile 101
1. Agile Manifesto
2. 12 Agile Principles & Attitude to Change
3. Kanban & Scrum
4. Prescriptive Ecosystems
5. Scaling Agile
6. Scrum Mastering and Agile Coaching
7. Certifications, Training and Networks
8. Hi Per Lean Practice

63. HELLO AGILE!
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Thank you!

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Appendix9

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