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    Agile For Everybody

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    The document provides an overview of Agile methodology. It discusses that Agile emerged from parallel innovations in iterative software development approaches in the 1990s. It then describes the 2001 Agile Manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document outlines that Agile is a set of principles and values that can be implemented through practices to achieve real-world outcomes. It then discusses three key Agile principles: starting with customers, collaborating early and often through practices like daily stand-ups, and planning for uncertainty.

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    Agile For Everybody

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    afreeman.recycle
    34 views65 pages
    The document provides an overview of Agile methodology. It discusses that Agile emerged from parallel innovations in iterative software development approaches in the 1990s. It then describes the 2001 Agile Manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document outlines that Agile is a set of principles and values that can be implemented through practices to achieve real-world outcomes. It then discusses three key Agile principles: starting with customers, collaborating early and often through practices like daily stand-ups, and planning for uncertainty.

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    Agile for Everybody

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    The document provides an overview of Agile methodology. It discusses that Agile emerged from parallel innovations in iterative software development approaches in the 1990s. It then describes the 2001 Agile Manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document outlines that Agile is a set of principles and values that can be implemented through practices to achieve real-world outcomes. It then discusses three key Agile principles: starting with customers, collaborating early and often through practices like daily stand-ups, and planning for uncertainty.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    34 views65 pages

    Agile For Everybody

    Uploaded by

    afreeman.recycle
    The document provides an overview of Agile methodology. It discusses that Agile emerged from parallel innovations in iterative software development approaches in the 1990s. It then describes the 2001 Agile Manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document outlines that Agile is a set of principles and values that can be implemented through practices to achieve real-world outcomes. It then discusses three key Agile principles: starting with customers, collaborating early and often through practices like daily stand-ups, and planning for uncertainty.

    Copyright:

    © All Rights Reserved
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    of 65

    Agile For Everybody

    Matt LeMay | @mattlemay | [email protected]

    O’Reilly Online
    About me:

    • Partner at Sudden Compass


    (Spotify, Clorox, P&G)
    • Product management trainer and
    consultant
    • Creator of onepageonehour.com
    • Former Head of Consumer Product
    at bitly, Senior Product Manager at
    Songza (Acquired by Google)
    • Recovered professional musician
    What about you?

    Say hi!
    ?
    In the chat window, please share:

    * What kind of work you are


    currently doing

    * Why you signed up for today’s


    training
    Agile For Everybody

    I. A Brief History of the Agile Movement

    II. Agile Means that We Start with Our Customers

    III. Agile Means that We Collaborate Early and Often

    IV. Agile Means that We Plan for Uncertainty

    V. Committing to a First Step

    VI. Q&A
    I. A Brief History of the Agile Movement
    “What is Agile?”
    Is it a methodology?
    Is it a mindset?
    Is it… whatever this is?
    Agile is a
    movement.
    Movement: “a group of people
    working together to advance their
    shared political, social, or artistic
    ideas.”
    Movements emerge from
    parallel innovation
    Parallel Innovations Pre-“Agile”

    • Iterative cycles of work


    1995:
    • Emphasis on cross-
    Scrum
    functional collaboration

    • Emphasis on adaptability
    Mid-90s: and “stretch-to-fit” process
    Crystal

    • Short, iterative cycles of


    1999: work
    XP • Emphasis on collaboration
    between developers
    Agile

    Movements:
    2001:
    Agile

    Methodologies:

    1995:
    Scrum
    Mid-90s:
    Crystal 1999:
    XP
    2001: The 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
    2001: The 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
    2001: The 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
    2001: The 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
    2001: The 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
    North Star of Agile
    Principles and Values
    (“Why”)

    Agile Practices Real-world Outcomes


    (“How”) (“What”)
    Guiding Principles of Agile for Everybody

    We are uncovering better ways of developing


    software by doing it and helping others do it.
    Through this work we have come to value:

    1. Agile means that


    Individuals andwe start with over
    interactions ourprocesses
    customers
    and tools

    2. AgileWorking
    means that we collaborate
    software over comprehensive early and often
    documentation
    3. AgileCustomer
    means that we plan foroveruncertainty
    collaboration 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
    We’ll spend the rest of today’s
    session going through our three
    Guiding Principles of Agile for
    Everybody, and exploring the
    practices we can use to bring
    those principles to our specific
    organizations.
    BUT WAIT!!

    What about Lean? Is that a part of Agile?


    Separate from Agile? Are “Lean” and “Lean
    Startup” the same thing?

    ooh ooh and what about Design Thinking! That’s


    a different thing right? Which one is best? Can we
    use them all together?
    “After working with both Agile and Design
    Thinking, we got to the point of saying that
    the outcomes of these two approaches are
    highly aligned. The differences tend to be
    in some of the terminology—oftentimes
    different terms for some of the same
    concepts.”

    - Bill Higgins, Distinguished Engineer, IBM


    Since Agile is a made-up thing, we
    shouldn’t focus too much on doing it “the
    right way” — there is no one “right way”!

    If we believe in the underlying principles,


    the key is to make Agile useful to our
    particular teams and organizations.
    II. Agile Means That We Start with Our
    Customers
    2001: The 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
    “But I don’t make software! How can Agile work for me?”
    Our challenge is to get something valuable into the
    hands of our users, as quickly as possible.
    Agile is not about “doing the same thing we’ve
    always done, faster” — or even about getting
    more work done in less time.

    It’s about seeing speed from the customer’s


    point of view.
    How often are you interacting directly with
    customers?
    Agile Means that We
    Start with Our Customers

    Real-world Outcomes
    (“What”)
    Working in
    “Sprints”
    Linear / “Waterfall” Rhythm

    Spec

    Design

    Build

    Release
    Agile Rhythm

    Release

    Release

    Release

    Release
    Agile Rhythm

    Release

    Release

    Release

    Release
    If you only had two weeks to
    deliver something valuable to
    your customers, what would you
    do?
    Using the provided worksheet, fill in what real-world
    outcomes you believe that working in “sprints” could
    help achieve for your team.
    Break!
    III. Agile Means That We Collaborate
    Early and Often
    2001: The 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
    “Collaboration is fine, so long as we’re actually
    getting stuff done.”
    How does your team use its time together?
    - Mayur Gupta, CMO of Freshly and former VP of Marketing and Growth at Spotify
    Case Study: Coca-Cola’s Agile
    Marketing Transformation

    “
    Agile Means that We
    Collaborate Early and Often

    Real-world Outcomes
    (“What”)
    Daily Standup
    Meeting
    - IBM CMO Michelle Peluso
    Using the provided worksheet, fill in what real-world
    outcomes you believe that a daily stand-up meeting
    could help achieve for your team.
    IV. Agile Means That We Plan for
    Uncertainty
    2001: The 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
    At its best, Agile allows us to make responding to
    change part of the plan we follow.
    - Kahryn Kuhn, Agile Practitioner and Consultant
    Where in your current processes are the opportunities to
    meaningfully adjust course?
    2018 “State of Agile” Report*

    Only 4% of respondents say Agile practices


    are making their organizations more
    adaptable to market conditions (!!!!!!)

    What do we make of this??


    * http://stateofagile.versionone.com/
    This means that each of our teams needs to take
    ownership over the way that we work, and over
    changing the way that we work if it does not ring true
    with our Agile principles or help us achieve our
    desired real-world outcomes.
    Agile Means that We Plan
    for Uncertainty

    Real-world Outcomes
    (“What”)
    The
    Retrospective
    The retrospective is an opportunity for a team to
    collaboratively discuss how they work together (not
    the work itself!) at the end of a sprint or project.

    You can run one for any kind of project, such as a


    periodic email newsletter or a marketing campaign or
    a product launch.
    - Emma Obanye, Founder, Mindful Team
    Using the provided worksheet, fill in what real-world
    outcomes you believe that a retrospective could help
    achieve for your team.
    V. Committing to a First Step
    Using the provided worksheet, commit to a first step
    you are going to take to bring the Agile principles and
    practices we’ve discussed to your team.
    VI. Q&A
    Thank You.

    Matt LeMay | @mattlemay | [email protected]

    O’Reilly Online

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