Extreme Agile - Getting out of a dystopian world

We, as developers, have created the XP techniques to increase the quality of our work, and being able to adapt to ever-changing requirements.
Then we wrote the Agile Manifesto, to better capture the challenges of a world that is moving (too) fast and try to avoid being always a step behind the real customer needs.
The main purpose was removing waste to concentrate on real value.
Suddenly Agile became mainstream and after a while, we are now experiencing a big lie: the Managers Driven Agile era.
Can we get back to what we have created and make it useful again?

Transcript

1. Extreme
   Getting out of a dystopian world
   Agile
   

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2. This talk is dedicated to
   those of you that...
   … never heard anything about Agile
   … are curious about Agile, but never tried it
   … tried Agile and are disappointed
   … are enthusiastically using Agile every day
   So… basically anyone!
   

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3. A dystopic Agile world Getting out of here
   Contents
   Short history of Agile
   The past The present The future
   

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4. Short history of Agile
   Where and why Agile was born
   

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5. Waterfall methodology is a linear project management approach, where
   stakeholder and customer requirements are gathered at the beginning of the
   project, and then a sequential project plan is created to accommodate those
   requirements. These are the required phases:
   ● Requirements/Analysis
   ● Design
   ● Coding
   ● Testing
   ● Maintenance
   The waterfall approach
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6. The waterfall approach
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7. The assumptions are, most of the time, not applicable to software projects:
   ● Requirements are clear and do not change over time
   ● Software development is a linear process
   ● Phases do not overlap
   Are those valid for your projects?
   What's wrong with waterfall?
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8. The Cynefin framework
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   Decision making framework created in 1999 by Dave Snowden
   

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9. The Cynefin framework
   9
   Decision making framework created in 1999 by Dave Snowden
   

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10. Three key moments
    Lean Extreme Programming
    10
    The Toyota Production
    System (TPS) is the
    precursor of "lean
    manufacturing". Taiichi Ohno
    and Eiji Toyoda, Japanese
    industrial engineers,
    developed the system
    between 1948 and 1975.
    The Agile Manifesto
    The Agile Manifesto was written in
    2001 by 17 independent-minded
    software practitioners (Kent Beck
    was one of them). While the
    participants didn’t often agree, they
    did find consensus around four core
    values.
    March, 6, 1996: C3 project (The
    Chrysler Comprehensive
    Compensation System) hired
    Kent Beck to restore an almost
    failed project. He (and the
    other people working on the
    project) adopted a new set of
    techniques and called them
    Extreme Programming.
    

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11. The foundation of TPS is the idea of 'doing more with less',
    using the (few) resources available in the most productive way,
    with the goal of increasing the overall factory productivity
    drastically.
    Just after the second world war, Toyota was in a very low
    resources condition, as most of the Japanese industry at that
    time, because Japan ended the war beaten and exhausted.
    Lean thinking
    

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12. — Shigeo Shingo, Toyota Engineer
    “The most dangerous kind of waste is the
    waste we do not recognize.”
    — John Shook, Chairman Lean Global Network
    “There are three kinds of leaders. Those
    that tell you what to do. Those that allow
    you to do what you want. And Lean
    leaders that come down to the work and
    help you figure it out”
    Lean thinking
    

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13. The Lean principles
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14. The Lean principles
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15. Three key moments
    Lean Extreme Programming
    15
    The Toyota Production
    System (TPS) is the
    precursor of "lean
    manufacturing". Taiichi Ohno
    and Eiji Toyoda, Japanese
    industrial engineers,
    developed the system
    between 1948 and 1975.
    The Agile Manifesto
    The Agile Manifesto was written in
    2001 by 17 independent-minded
    software practitioners (Kent Beck
    was one of them). While the
    participants didn’t often agree, they
    did find consensus around four core
    values.
    March, 6, 1996: C3 project (The
    Chrysler Comprehensive
    Compensation System) hired
    Kent Beck to restore an almost
    failed project. He (and the
    other people working on the
    project) adopted a new set of
    techniques and called them
    Extreme Programming.
    

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16. — Kent Beck, Extreme Programming Explained: Embrace Change
    “The XP philosophy is to start
    where you are now and move
    towards the ideal. From where
    you are now, could you improve
    a little bit?”
    Extreme Programming
    

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17. The XP flow chart
    17
    

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18. Planning
    User stories are written.
    Release planning creates the release schedule.
    Make frequent small releases.
    The project is divided into iterations.
    Iteration planning starts each iteration.
    The XP rules
    18
    Managing
    Give the team a dedicated open work space.
    Set a sustainable pace.
    A stand up meeting starts each day.
    The Project Velocity is measured.
    Move people around.
    Fix XP when it breaks.
    

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19. Designing
    Simplicity.
    Choose a system metaphor.
    Use CRC cards for design sessions.
    Create spike solutions to reduce risk.
    No functionality is added early.
    Refactor whenever and wherever possible.
    The XP rules
    19
    Coding
    The customer is always available.
    Code must be written to agreed standards.
    Code the unit test first.
    All production code is pair programmed.
    Only one pair integrates code at a time.
    

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20. Testing
    All code must have unit tests.
    All code must pass all unit tests before it can be released.
    When a bug is found tests are created.
    Acceptance tests are run often and the score is published.
    The XP rules
    20
    Coding
    Integrate often.
    Set up a dedicated integration computer.
    Use collective ownership.
    

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21. Communication
    Everyone is part of the team and we communicate
    face to face daily. We will work together on everything
    from requirements to code. We will create the best
    solution to our problem that we can together.
    The XP values
    21
    Simplicity
    We will do what is needed and asked for, but no
    more. This will maximize the value created for the
    investment made to date. We will take small simple
    steps to our goal and mitigate failures as they
    happen. We will create something we are proud of
    and maintain it long term for reasonable costs.
    Feedback
    We will take every iteration commitment seriously by
    delivering working software. We demonstrate our software
    early and often then listen carefully and make any
    changes needed. We will talk about the project and adapt
    our process to it, not the other way around.
    

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22. The XP values
    22
    Respect
    Everyone gives and feels the respect they deserve
    as a valued team member. Everyone contributes
    value even if it's simply enthusiasm. Developers
    respect the expertise of the customers and vice
    versa. Management respects our right to accept
    responsibility and receive authority over our own
    work.
    Courage
    We will tell the truth about progress and estimates. We
    don't document excuses for failure because we plan to
    succeed. We don't fear anything because no one ever
    works alone. We will adapt to changes when ever they
    happen.
    

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23. Three key moments
    Lean Extreme Programming
    23
    The Toyota Production
    System (TPS) is the
    precursor of "lean
    manufacturing". Taiichi Ohno
    and Eiji Toyoda, Japanese
    industrial engineers,
    developed the system
    between 1948 and 1975.
    The Agile Manifesto
    The Agile Manifesto was written in
    2001 by 17 independent-minded
    software practitioners (Kent Beck
    was one of them). While the
    participants didn’t often agree, they
    did find consensus around four core
    values.
    March, 6, 1996: C3 project (The
    Chrysler Comprehensive
    Compensation System) hired
    Kent Beck to restore an almost
    failed project. He (and the
    other people working on the
    project) adopted a new set of
    techniques and called them
    Extreme Programming.
    

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24. — Albert Einstein
    “Learn from yesterday, live for
    today, hope for tomorrow. The
    important thing is not to stop
    questioning.”
    The Agile Movement
    

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25. The Agile Manifesto
    25
    Individuals and interactions over processes and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan
    

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26. A dystopic Agile world
    Did we learn the lessons Agile creators tried to
    teach us?
    

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27. We started using Agile Inspired tools
    27
    

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28. So we ARE doing Agile
    28
    

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29. 29
    What happens if
    We adopt Agile tools and frameworks,
    but we don't know or we forget / ignore
    the values behind them?
    

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30. 30
    What happens if
    Agile is adopted by managers
    without a real comprehension of its
    values (Managers Driven Agile)?
    

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34. Some dystopic behaviours emerge
    34
    

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35. Some dystopic behaviours emerge
    35
    

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36. The Dystopic Agile Manifesto
    36
    Processes and Tools over individuals and interactions
    Comprehensive Documentation over working software
    Contract Negotiation over customer collaboration
    Following a Plan over responding to change
    

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37. Getting out of here
    How can we get back to the Agile values?
    

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38. 38
    Stop doing Agile
    and start being
    Agile
    

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39. Being Agile in 12 steps:
    ● Admit you have a problem: recognize you live in the complex quadrant
    ● Accept the uncertainty
    ● Learn as many tools and frameworks you can in your limited time, and let them go!
    ● Probe, sense and respond to adopt your own agility
    ● Don't fall in love with the tools, verify them and eventually change them
    ● Remove waste, eventually abandoning procedures that created it
    Anonymous Agilists method
    39
    

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40. Being Agile in 12 steps:
    ● Focus on value, for you and the customer
    ● Share and be open
    ● Enforce trust at all levels
    ● Accept and collect any kind of feedback
    ● Change your mind and adapt
    ● Restart
    Anonymous Agilists method
    40
    

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41. 41
    These are the only
    tools that you will
    always need to use
    

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42. 42
    These tools are
    both good
    

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43. How to deal with:
    ● Company internal bureaucracy
    ● Customers that do not share your own values
    ● Remote working
    Being Agile is challenging
    43
    But being Agile IS responding to
    challenges!
    So it is your choice to be or not to be!
    

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44. In any case...
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45. Does anyone have any questions?
    maurobartolomeoli@gmail.com
    Thanks!
    

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