1. I don’t do agile, I am agile! @BarryOReilly www.barryoreilly.com http://www.linkedin.com/in/barryoreilly

2. Whoare ThoughtWorks? Enterprise Agile and Technology consulting Offices in US, UK, Germany, India, Brazil, China and Australia 1,800 people worldwide Creators of GO!, Twist and Mingle Martin Fowler & Jim Highsmith

3. What will we cover?

4. Problems adopting and practicing Agile in organisations

5. Follow what is in the book – we’re Agile!

6. Agile project failing to deliver or live up to expectations

7. But we are doing everything X says to do

8. Maybe Agile isn’t for usIt does not workA myth

10. XPLean and Kanban

11. SCRUM - Practices Meetings Daily Stand Up Sprint Planning Showcase Retrospective Time-boxing Sprint Spikes Artifacts Product Backlog Sprint Backlog Burn Down Roles SCRUM Team SCRUM Master Product Owner Users

12. XP – Practices Feedback User Stories (Planning) Whole team Test Driven Development Pair Programming Welfare Sustainable Pace Shared Understanding Simple Design System Metaphor Collective Code Ownership Continuous Process Continuous Integration Design Improvement Small Releases

13. Kanban Visualise The Workflow Limit Work In Progress Manage Flow Make Process Policies Explicit Improve Collaboratively

14. Change your perspective

15. Instead of trying to do everything that’s prescribedAsk why are we doing it?

16. Do we need to do it?Does it work for the product we trying to build?

17. Reverse thinking

18. The best place to begin an intellectual journey is at its end – Russell Ackoff

19. Visionaries look ahead to a desired endKnow where they want to be

20. Work backwards to find a way of getting there

21. Bad smells

22. To do more of what is not working now, is to do more of what will not work in the future

23. Trying to do the wrong thing right

24. Being ineffective

25. How do we know?

28. Muda (Eliminating waste)

29. Amplify learning

31. Go Compare

33. Specialist teams

34. No Roles Prescribed

35. Add Items when capacity

37. Cross Functional teams

38. Roles Prescribed

39. Cannot Add Items

41. Developer centric

42. Collective Ownership

43. Small releases

44. Planning game Prescriptive Adaptive

45. Focus on using the practices that suit the context Don’t simply stick with one discipline and one alone

46. Great idea! When do we start?

47. Day One to Last Day

48. Example

49. Day One Management felt need to control and manage team Showed a lack of involvement in the project (Agile too time consuming) Wanted progress reports every two weeks SCRUM by the book Time-boxing led to mini-Waterfall mentality Sprint planning meeting (taking hours and all team members) Build broken, still go to prescribed meetings Estimate in points, task in hours, Burn down in hours

50. Change perspective

51. Change Going Forward

52. Last Day Only formality Showcase to external stakeholders Report outwards on velocity covered since last report cycle Stakeholders require continual engagement at story review and showcase Forced to prioritised Developers Story huddles meant they only review stories they work on Focus on writing code, not hang out in meetings

53. What are the indicators for what practices to use?

54. What To Think About…. Project Brief Green or Brown Fields New Product Development Heavy Lifting Integration

55. What To Think About…. Organisation Experience of Agile Open to change Culture People need to feel secure, otherwise display defensive behaviour

56. What To Think About…. Hand over and collaboration Always available Not with team continually Intermittently Only attend schedule meetings

57. What To Think About…. Composition Of The Team Co-located Distributed Same working hours Different time zones

58. What To Think About…. Environment Technology Tools Office Space Desk Space

59. What To Think About…. Releasing Automated or Manual How often can you deploy? On demand Daily, Weekly, Monthly Scheduled cycle

60. What To Think About…. Feedback loops Stakeholders Customers Users Cannot improve if you do not get it

61. So back to SCRUM, XP or Kanban

63. Specialist teams

64. No Roles Prescribed

65. Add Items when capacity

67. Cross Functional teams

68. Roles Prescribed

69. Cannot Add Items

71. Developer centric

72. Collective Ownership

73. Small releases

76. Specialist teams

77. No Roles Prescribed

78. Add Items when capacity

80. Cross Functional teams

81. Roles Prescribed

82. Cannot Add Items

84. Developer centric

85. Collective Ownership

86. Small releases

88. Cross Functional teams

89. Roles Prescribed

90. Cannot Add Items

91. Estimation Required

92. Event Driven

93. Specialist teams

94. No Roles Prescribed

95. Add Items when capacity

96. Estimation Optional

97. Iterative

98. Developer centric

99. Collective Ownership

100. Small releases

102. There is nothing so useless as doing efficiently that which should not be done at all - Peter Drucker

103. Minimum amount to succeed

104. Muda Eliminate waste Not helping get rid of it Using more tools, people or equipment than is needed Software Development is a value creation process Perfect process has no unneeded waste

105. Delivering as fast as possible End goal is to deliver a product Sooner the product is delivered Sooner you get feedback Sooner you can improve it

106. Amplified learning Continuous learning process Making mistakes and learning Increased feedback

107. Question Everything

108. Is what we are doing valuable or slowing us down?

109. Is it relevant for what we are trying to do?

110. What purpose is it meant to serve- is it achieving it?

111. If we didn’t do it what would happen?

112. Continuous Improvement

113. Team arrives at maturity when it invests more in strategies and tactics that do not work more than ones that do

114. Learn more when things are wrong not right

115. Try things outDon’t be afraid to fail

116. Do not waste your failures

117. It's not FAILURE that we should celebrate - but the LEARNING that ensues

118. Kaizen

119. Thank youIf you like what you saw talk to me about joining ThoughtWorks