1. !
The power of Why!
By Geir Amsjø, Agile42
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 20102

2. The 5 whys
Ask why?
over and over
again like a
curious little
child - and
you will
understand
things better
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

3. The 5 whys
Use it to find
root causes of
problems
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

4. What is a Mindset?
I never tried that before .. so I
am sure I am good at it
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

5. Two kinds of Mindset
Fixed Growing
I am great in maths, but If I exercise more I will
suck in sports probably get better in
sports
I have a talent for
skiing, but lack I need to work on my
completely ball feeling ball feeling
This is the way we What changes do
do it around here we need to adapt
and to get better
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

6. agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

7. ?
agile42 | We advise, train and coach companies building software
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8. Defined Process Control
Empirical Process Control
Institutionalizing a fixed mindset Institutionalizing a Growing
mindset
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

9. Process Control vs Complexity
The Cynefin Framework
From A Leader s Framework for
Decision Making by D. Snowden
& M. Boone in Harvard Business
Review, NOV 2007.
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

10. Process Control vs Complexity
The Cynefin Framework
Empirical
Process Control
Defined
Process
Control
From A Leader s Framework for
Decision Making by D. Snowden
& M. Boone in Harvard Business
Review, NOV 2007.
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

11. The Golden Circles
Simon Sinek
Startwithwhy.com
Why
How
What
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

12. The Whys
of Agile
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

13. Agile is a Mindset, defined by Values,
guided by Principles and Manifested
through many different Practices
Ahmed Sidky, Executive Vice President, Santeon
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

14. VALUES
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
Commitment
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

15. AGILE VALUES
Collaboration
Simplicity Openness
Disci- Trans-
pline parency
Focus
Courage
Trust
Commitment
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

16. PRINCIPLES
Cross-
functional Self-
teams organization
Limit Work
Collective
Collaboration
in Progress
Simplicity Openness ownership
Sustainable Disci-
pace pline
Trans-
parency
Craftsmanship
Frequent Continuous
deliveries Focus
Courage
Process
Trust Improvement
Commitment
Customer Empirical
Value process control
Pull
Quality focus
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

17. AGILE VALUES AND PRINCIPLES
Cross-
functional
teams Self-
organization
Collective Collaboration
ownership Limited Work
in Progress
Simplicity Openness
Sustainable
pace
Disci- Trans- Craftsman-
ship
pline parency
Focus Continuous
Frequent Courage Process
deliveries Improvement
Trust
Customer Commitment
Value Empirical
process control
Pull Quality focus
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

18. PRACTICES
5 Whys Continuous
Integration Pair
Kanban Programming
Value Stream User
Mapping Cross- Story
functional
teams Self- Stories Mapping
Kano organization
Analysis
Collective Collaboration Planning
ownership Limited Work
Information in Progress Poker
Radiators Simplicity Openness
Sustainable DDD
Task pace TDD
Disci- Trans- Craftsman-
Board ship
pline parency ATDD
Sprint BDD
Focus Continuous
Frequent
deliveries
Courage Process
Improvement Spec. by
Retro- Example
spectives Trust
Customer Commitment
Sprint Value Empirical Usability
review process control Testing
Sprint Pull Quality focus
planning Burndown Chart
Effect Product Daily stand-up
Mapping Backlog
Grooming Product MVP
Canvas MMF Innovation
Accounting
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

19. AGILE VALUES, PRINCIPLES AND PRACTICES
5 Whys Continuous
Integration Pair
Kanban Programming
Value Stream User
Mapping Cross- Story
functional
teams Self- Stories Mapping
Kano organization
Analysis
Collective Collaboration Planning
ownership Limited Work
Information in Progress Poker
Radiators Simplicity Openness
DDD
Be
Sustainable
pace TDD
Disci- Trans- Craftsman-
Task Board pline
ship
parency ATDD
Sprint
Frequent
deliveries
Focus Agile Courage
Continuous
Process
Improvement
BDD
Spec. by
Retro- Example
spectives Trust
Customer Commitment
Value Empirical Usability
Sprint review process control Testing
Sprint Pull Quality focus
planning Burndown Chart
Effect
Mapping
Product
Backlog
Daily stand-up Do
Grooming Product
Canvas
MVP
MMF Innovation
Accounting
Agile
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

20. Agile Strategy Mapping guides effective action
• Broadens scope for multiple strategic
relationships
• Generates teamwork and shared outcome
ownership
• Allows for outcome-driven control of effort (just
enough effort)
• Holistic perspective allows for responsive action
vs.
• Shape defines strategic relationships
• Leads to independent actions
• Weak control mechanisms
• Lacks holistic perspective
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

21. Agile Strategy Map - Main Objective
Strategic Objective(s)
Perform Description of a desired outcome with key
differentiators
Birkebeinertrippelen
Goal or Objective
2014
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

22. Agile Strategy Map - Possible Success Factors
Possible Success Factors
- Skills or Capabilities
Sustainable basic training No injuries
- Relationships or Interactions
- Constraints or Targets
Improve classical ski Perform
technique Birkebeinertrippelen 2014
Sufficient specific
training
Good enough equipment
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

23. Agile Strategy Map - Possible Success Factors
Get hart rate watch Necessary Conditions
Understand stretching
CLarify with
family Minimum actions or deliverables needed to
Do not overdo it! Strength exersice deliver just enough of a PSF. May contain
Allocate enough time nested NCs until actionable backlog items
are identified.
SATS Membership
No injuries
Sustainable basic
training
Perform
Improve classical Birkebeinertrippelen 2014
technique ski
Get classical
course
Sufficient specific
training Good enough
equipment
Do spinning in wither Get better bike
Access to snow
Get ski preparation
Use rollerski in gear
Plan mountain sommer
trips
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

24. Agile Strategy Map - Possible Success Factors
Get hart rate watch Necessary Conditions
Understand stretching
CLarify with
family Minimum actions or deliverables needed to
Do not overdo it! Strength exersice deliver just enough of a PSF. May contain
Allocate enough time nested NCs until actionable backlog items
are identified.
SATS Membership
No injuries
Sustainable basic
training
Perform
Improve classical Birkebeinertrippelen 2014
technique ski
Get classical
course
Sufficient specific
training Good enough
equipment
Do spinning in wither Get better bike
Access to snow
Get ski preparation
gear
Use rollerski in
Plan mountain
sommer
trips
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

25. Thank You !
agile42 | We advise, train and coach companies building software
www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

26. Contact and information
• geir.amsjo@agile42.com"
• www.agile42.no "
• www.agile42.com"
• Blog: scrummaster.no"
• Twitter: @gamsjo"
agile42 | The Agile Coaching Company— Coaching Good Teams to Great
www.agile42.com | All rights reserved. Copyright © 2007 - 2012.