beyond-frameworks.pdf

“Someone sold them the training wheels, but they don’t have the bike yet” - Kyle Bremner.

Frameworks. Methodologies. Ceremonies. Manifestos. Some would say they represent the collective wisdom of our community. Others would say we often buy things wholesale to avoid having to engage our brains. The truth is messier.

From the idea of cadence to the ceremonies of Scrum, let's examine the value of the scaffolding of Agile and try to think more clearly about what we need. What we __really__ need. We'll find alternatives to the common solutions we see, and figure out how to look for our own contextual answers, rather than just copying what Spotify did again.

We'll separate the Why from the What, the Wheat from the Chaff, the Agile from the marketing.

Transcript

5. Breeds vs. Species
6. A Sickness
7. Beyond Frameworks Thinking and Tools @garyfleming
10. Chapter 1: Forgotten Value
11. What in "agile" do we find valuable? • Retros • Self-organisation • Collaboration
12. It's a team sport.
14. x y Individuals and Interactions Processes and Tools Working Software Comprehensive Documentation Customer Collaboration Contract Negotiation Responding to Change Following a Plan
15. Collaboration Governance Individuals and Interactions Processes and Tools Working Software Comprehensive Documentation Customer Collaboration Contract Negotiation Responding to Change Following a Plan
17. Chapter 2: Standing up
18. Usually Bad. Why?
19. Death Spiral of Justification
20. The Long Wait
21. Make Standing Up Burden-Free
22. Sprint Goals
23. Stand-ups are part of team play
24. Chapter 3: Every Time You Draw a Sailboat ⛵ , A Fairy Dies
25. Goals of a Retrospectives - George Dinwiddie • Definition: "...looking at the past to guide choices for the future." • Goal 1: "Joint Learning" • Goal 2: "... make a decision, or choose an action" • Goal 3: "... strengthening the common bond"
26. Generic Retros !!!!!!!!!!! !!!!!!!!!!! !!!!!!!!!!! !!!!!!!!!!!
27. Retro Exploration
28. Retro Exploration • "Let's talk about Code Reviews" • "What would the other teams we work with say about us? How do we change that?" • "Are we the right-shape for a team?"
29. Retros are Not Continuous Improvement
30. Retrospect Sooner • Immediate Pain, • 3 Items, • Two Weeks.
31. Chapter 4: The New Year's Resolution
33. Cadence is a constraint. Cadence is always suboptimal
34. An Example: Sprints • Planning • Delivery • Customer Feedback • Show and tells • Retrospectives
35. Forget Sprints: Get Greater Value Now
36. Forget Sprints: Customer Collaboration
37. Forget Sprints: Just-in-Time Planning
38. Forget Sprints: Respond to Change
39. Forget Sprints: Continuous Delivery
41. Chapter 5: Postwar Swedish Car Streaming Ritual
42. Ritualism
44. Frameworks Are For Feelings
46. Spoti-why?
47. • Spotify Model was a sketch. • Only partly implemented. • Only in part of the org.
48. Lessons From Spotify • The model doesn't really matter. • The journey is what matters • Give teams space to think about improvement.
50. Chapter 6: Reel Missing !!!!!⛔!
51. Chapter 7: I Am Wrong, And So Might You Be
54. Anarchy vs Autonomy Autonomy is enabled by alignment and competence
55. Seek the Right Constraints.
56. I'm Wrong, And So Might You Be.
57. Be Unique. Be You.
58. Be Unique. Be You.
59. Thank You @garyfleming