Overview of agile values This presentation shows some core concepts that make agile software development different. This will help your team familiar with agile concepts and start boosting your team performance.

1. Agile Values

2. Sequential vs.
overlapping
Sequential development
Scrum teams do a little of every thing all
the time using one-piece flow
mechanism
Source: “The New New Product Development Game” by Takeuchi
and Nonaka. Harvard Business Review, January 1986. 2

3. Success rate
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4. Agile development
• Follows “Agile manifesto”
• Iterative & incremental
• Adaptive
• Embrace changes
• Value-oriented
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5. Agile Manifesto
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.
AgileAlliance.org
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6. 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.
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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.
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
Principles within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
http://agilemanifesto.org
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
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 behavior accordingly. 6

7. “Software in 30 days”
Time Thanks Ken for the slide & the book 7

8. Value Proposition
Visibility Adaptability
Business Value Risk
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9. Management
Transformation
• Managers tell people • People decide what,
what to do and make and how to do
sure they do it
properly
• Managers maintain • Team makes decisions
the right to authorize
decision
• Managers limit the • Information is
information or
resources available to transparent
workers
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10. Teams
Transformation
• Management-driven • Customer-driven
• Workforce of isolated specialists • Multi-skilled workforce
• Many job descriptions • Few job descriptions
• Information limited • Information widely shared
• Many levels of management • Few levels of management
• Function/Department focus • Whole-business focus
• Segregated goals • Shared goals
• Seemingly organized • Seemingly chaotic
• Problem-solving emphasis • Purpose achievement emphasis
• High management commitment • High worker commitment
• Incremental Improvements • Continuous Improvements
• Management-controlled • Self-controlled
• Policy/Procedure based • Values/Principles based
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11. Scrum ‘Process’
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12. Plan
Plan
Plan
Plan
Act Act Act Act Do Do Do Do
Lean Check
Check
Learning Check
with
Deming PDCA circles Check 12

13. Quote
“Agile development is no silver bullet, but it
is useful. Organizationally, agile delivers
value and reduces costs; technically, it
highlights excellence and minimal bugs;
personally, many find it their preferred way
to work.”
“The Art of Agile Development”, James Shore
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14. Observation
from some Teams in Vietnam
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15. Scrum
Iceberg
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agile culture is the under-ware part of an iceberg

16. OPTIONAL
SECTIONS
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17. Methods used
Source: Forrester Research
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18. Test-Driven
Development
• You don’t start programming until you have
designed your tests!
• Strategy
– Make it Fail
• No code without a failing test
– Make it Work
• As simply as possible
– Make it Better
• Refactor(code, design, test, documentation)
– Believe in testing
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19. TDD Rationale
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20. Design for test
Design
Test Test
Implement
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21. Next steps
Stay Connected with Community
Monthly Gathering, see:
www.hanoiscrum.net
www.agilevietnam.org
//hanoiscrum
Contact Tan
/duongtrongtan
http://vn.linkedin.com/in/tandt
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