Scrum was invented to function in hostile environments. It’s a contract between hard-pushing managers and developers needing time to think and explore. Twitter https://twitter.com/TotherAlistair/status/1405260113431171076 Reference: Alistair Cockburn The author of Agile Manifesto
Simple concepts, impressive purposes, reasonable explanations but hard to get benefit in short term, even in long term. Why?
If something is difficult to master, how can it be helpful to an organization having tons of important problems to resolve.
Do you really think shortening daily Scrum to 15 minutes is more important than the problems your product has? SIMPLE TO UNDERSTAND BUT DIFFICULT TO MASTER, WHY? do we have to hire a coach or get consultancy from others ?
RACING IN FORMULA 1 safe car design trained pit crew powerful engine special-design tires qualified toolset & materials highly-skilled driver organized pit stop area aerodynamic & fast car
Agile is Dead (Presentation) https://www.youtube.com/watch?v=a-BOSpxYJ9M Reference: Dave Thomas The author of Agile Manifesto
Co-Author of The Pragmatic Programmer No rules are universal “ Rules need context All experts telling you what to do and how to do are wrong unless it was written for your team, company, project
• Adjust your understanding based on what you learned
• Repeat Agile is Dead (Long Live Agility) https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html Reference: Dave Thomas The author of Agile Manifesto
TALKING ABOUT AGILE 2020s PURE AGILE MOVEMENT to the basics it’s time to go back 2001 Manifesto for Agile Software Dev. 1992 Crystal Family of Methodologies
1994 Dynamic System Development Method
1995 Scrum
1996 Rational Unified Process
1997 Feature Driven Development
1999 Extreme Programming
1999 Adaptive Development 2003 Lean Software Development
AGILE DON’T TALK ABOUT The very first rule of being agile: Never talk about it! The term agile is too abstract to describe concrete practices and guidelines, like the words "winning" or "the best". In reality, it is a reaction agains traditional methods and mindsets.
Teams should aim for the values and principles by focusing on the product, customer and the team, not the term agile in any sense. PRINCIPLE
and direct facilitation It’s one for all, all for one The management should be the main supporter and sponsorship of your model due to its power. Individual teams or people can trigger the change but can never cultivate an overall cultural evolution without the help of management. If management does not want to change, bottom-up initiative has little chance to win. GET MANAGEMENT’S SUPPORT AND SPONSORSHIP PRINCIPLE
an inspiring purpose Motivation starts with a purpose Loyalty, motivation, accountability, collaboration, ownership, etc. all start with an inspiring purpose, the purpose that directs the whole team’s focus on.
If what you build is only projects, stop hoping to be agile. Completing projects on time is a goal, not a purpose. HAVE AN INSPIRING PURPOSE PRINCIPLE
SAMPLE PURPOSE As the gateway on top of banks, virtual pos providers and alternative payment methods,
we aim to deliver solutions to businesses getting online payments by • providing high quality features from domain experts
• providing fast support from the creators of the product
• providing developer-friendly, easy & single integration
• maximizing success rates to a level of above-expectancy the strengths of the team and product what we really do who we target having it should make you feed proud of
Define the base line of your culture Culture cannot be built. It changes all the time by a newcomer or leaver. But it can be guided and shaped. You should draw a baseline for your product and your team that they can use as a reference point. DEFINE CORE VALUES AND PRINCIPLES PRINCIPLE
Do you have a real need to run sprints or you just follow what the books say? Evaluate what problems or need you really have regularly with the team and don’t do anything if any read problem is solved or any real need shows itself. DOING IF NOT REALLY NEEDED STOP PRINCIPLE Take action in case of
a real need Stop proposing fake problems for rituals and evaluate regularly
WELL-CRAFTED, UNIQUE CORE PRACTICES “YOUR OWN” CULTURAL MODEL TO SHAPE hundreds of practices, rituals and methods you can use in your model including the ones in Scrum, Kanban and XP
with the whole team continuously responding to change TO satisfy customers FAST FOR CORE PRACTICES THE ULTIMATE GOAL wait a minute ! isn’t it the meaning of agility ?
with the whole team continuously responding to change TO satisfy customers FAST Each part of the goal has different meanings from different perspectives and contains set of concrete practices.
You should have a real reason, need, problem to start doing any practice.
If not, never touch it. FOR CORE PRACTICES THE ULTIMATE GOAL
responding FAST Deliver FAST LEARN FAST PROVIDE SUPPORT FAST decisions should be taken fast develop FAST MAKE IT LIVE FAST ORGANIZATION LEVEL TEAM LEVEL TASK LEVEL FROM TEAM MEMBERS FROM CUSTOMERS FROM PRODUCT COMMUNICATE Fast UNDERSTAND FAST RESOLVE FAST
responding FAST LEARN FAST FROM TEAM MEMBERS work closely together retrospectives (grand, regular, ad-hoc), brainstorming sessions, review meetings, open space internal seminars/panels, code katas, book clubs, workshops pair/mob prog, collaboration with product team during BDD, collaboration with Test/QA experts during kickoffs office chit-chats, 1-1 meetings, off-site gatherings spend time together discuss together share together
responding FAST Deliver FAST Develop FAST always BE READY TO DEPLOY be domain expert, have test suite, spread knowledge via pair/mob programming be master at your tools and techs, refactor continuously automated acceptance tests, have test suite, feature toggles, microservices, micro-frontend, git branching models, infra-as-code 4 rules of simple design, SOLID principles, coupling-cohesion, boy-scout rules, bug-fixing procedures, refactoring techniques KEEP EASY TO BE CHANGED know where to change produce/develop fast
SUSTAINABLE FOCUS continuously SUSTAINABLE PACE SUSTAINABLE QUALITY SUSTAINABLE HEALTHY COMMUNICATION SUSTAINABLE IMPROVEMENT SUSTAINABLE THROUGHPUT SUSTAINABLE PRODUCTIVITY PEOPLE & TEAM QUALıTY DECISION QUALITY PRODUCT QUALITY FOCUS TO PROCESS FOCUS TO PRODUCT FOCUS TO GOALS & PURPOSE
continuously SUSTAINABLE QUALITY PEOPLE & TEAM QUALITY GROW LEADERS improve hiring process, make job interviews a win-win, hiring is too important not to leave it to human resources, stop making mediocre programmers employable mentorship sessions, pairing sessions, coaching sessions, stop micro-management start listen-and-trust stop giving seniority levels, focus on competence-not working years, allow to experiment HIRE A-PLAYERS CLOSE MENTORSHIP
continuously SUSTAINABLE HEALTHY COMMUNICATION aGREE ON TEAM STANDARDS daily alignment, instant alignments, plannings, status meetings, 1-1 meetings, company gatherings small teams, modular architecture, microservices, do not split without real need, keep cognitive load small no seniority levels in titles, team defines the guidelines, share both positive and negative feedback, retrospectives align on a shared goal ADAPT TO CONWAY’S LAW
KEEP TRACK OF PROGRESS keep the flow deterministic be ready for the change initiate and iterate the change prioritize change to change CHANGE IN PRODUCT CHANGE IN PROCESS CHANGE IN PEOPLE & TEAM
be ready for the change to change CHANGE IN PRODUCT BE READY TO EXPERIMENT low coupling-high cohesion, modular architecture, separation of concerns, hexagonal architecture, solid principles, continuous refactoring, tdd feature toggles, trunk based development, continuous delivery pipelines, continuous integration, automated testing automatic provisioning, multi-environments, test containers, git branches, feature toggles BE READY FOR EXTENSION Be READY FOR RELEASE
surpass expectations TO satisfy customers DELIGHT WITH COMMUNICATION deliver high quality product fast, keep feature list as short as possible, be the domain expert release frequently, resolve bugs fast, low technical debt, let the team initiate change hear customers’ expectations, fast-honest-transparent communication, answer with domain expertise DELIGHT WITH PRODUCT DELIGHT WITH DELIVERY DELIGHT WITH COLLABORATION everyone in the team touches customers, sit together with customers
IMPROVE accountability & OWNERSHIP improve competence improve teamwork with the whole team cultivate professionalism do not manage people manage the flow
with the whole team cultivate professionalism OWN YOUR CAREER keep calm under stress, be ethical, be storyteller, always be kind, be passionate and disciplined, be eager to learn and share, show respect admit that always someone knows better than you, ask for feedback, practice new techniques, focus on fundamentals never allow toxic behavior to spread, leave before you lose your self-respect, invest in yourself BE THE ROLE MODEL BE AN APPRENTICE
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