Agile Manifesto

“Manifesto for Agile Software Development” better way of building software
17 middle aged white guys 1. Martin Fowler (Chief Scientist TW) * Kent Beck (JUnit, TDD, XP) * Alistair Cockburn * Ward Cunningham (invented Wiki) * Andrew Hunt * Dave Thomas (PragProg) * Robert C. Martin 2. Mike Beedle * Arie van Bennekum * James Grenning * Jim Highsmith * Ron Jeffries * Jon Kern * Brian Marick * Steve Mellor (UML, IEEE Software mag) * Ken Schwaber * Jeff Sutherland
* I’m talking about the principles principles - big hitters
while there is value in the items on the bottom, we value the items on the top more something funny!
story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups
* you need both processes and tools. they help. but dont be a slave. story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups
* let good people do what you hired them to do. make a decision! story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups good: lean & adaptive processes and tools - like svn, git, simple pm, simple forecasting - back off MBAs!
story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system
* agile does _NOT_ say ‘no doc’, Lean says ‘just enough’ doc story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system
* agile does _NOT_ say ‘no doc’, Lean says ‘just enough’ doc story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system you need some doc - it is a form of comms, but don’t do it at the expense of face-to-face.
Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
* 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. * Business people and developers must work together daily throughout the project. **teaser! Find out more
- hopefully nothing to crazy in there. - this is what agile is supposed to be about - ignore the cowboys and learn for yourself!
Tool that captures these values Alpha Need interested people to help make something great

Agile Manifesto

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