Et si on redémarrait l'agile ? — Agile Tour Bordeaux 2018

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Let’s Reset Agile @lilobase lgo.group

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I’m no longer an “Agilist”

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« Apparently this SCRUM thing is so great, you need a person on every team dedicated to forcing the others to do it » @cgosimon

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- "Business Agile": Built Upon Sand — R.Jeﬀries - The State of Agile Software in 2018 — M.Fowler - The Tragedy of Craftsmanship — Robert C. Martin - Developers Should Abandon Agile — R.Jeﬀries - The Failure of Agile — Andy Hunt - Time To Kill Agile — D.Thomas - The agile hangover — S.Mancuso

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Product Management Production Management Agile Command & Control « Making the right thing right »

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Cost Time Scope Quality The Iron Triangle

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What is the cost to create X ? How much did it cost to produce X ?

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Tracking velocity Estimating our project How do we get better at Reﬁning the backlog

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More X to solve X

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Tracking velocity Estimate our project These are the symptoms, not the causes Reﬁning the backlog

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It’s time to focus on what creates value Making the right product And delivering it

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Companies are driven by fear (of loss) This is what they consider « risks »

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Product Management Production Management Agile Command & Control « Making the right thing right »

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What is the cost to create X ? How do we reduce the risk ?

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How do we reduce the risk ? Reduce your feedback loop Continuous Delivery

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Time Seconds Minutes Hours Days Weeks Statements & methods Classes & Interface Design Architecture Features Priorities Solution IDE Pair programming Unit tests System metaphor Continuous Integration On site customer Collective ownership Acceptance testing Type system Planning game Short releases Feedback loops

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Validation over assumption Smaller batch Tell smaller lies

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Predictability comes from technical excellence Refactoring capabilities TDD / Pair Programming / …

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Destroy the run vs project model

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Product Management Production Management Agile Command & Control « Making the right thing right »

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Give Trust, not Toys Jidoka

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If you are not involved in the production process, please don’t get involved… Enterprise architect, Scrum Master, Product Owner…

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@johncutleﬁsh

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You need product management Stop the project manager posture

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Product Management Production Management Agile Command & Control « Making the right thing right »

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Coach, PO, Management Break the us vs them Business Units

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Dev, QA, Ops Fully featured & autonomous team UX, UI, Legal, PO

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A PO is not a foreman for the dev team (neither is the ScrumMaster) But a member of it

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They have nothing to say on how the team works A PO is not a supervisor for the dev team (neither is the ScrumMaster) He does not dictate the planning

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Stop producing speciﬁcations without your dev team what goes into production is what the developers understood

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Let’s Reset Agile @lilobase lgo.group

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It is not suﬃcient to simply be aware of the problem Causes vs Symptoms

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Agile is ﬁrst about Software Engineering ! You need evolutionary architecture And it puts a lot of stress on the design

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BTW, Clean Code is not a software architecture You need to know how to build application !

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Let’s Reset Agile @lilobase lgo.group

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Stop trying to improve your ceremonies ! Start improving your delivery mechanism

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Most dev team are constipated

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AGILE

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Can you Install a local dev env in less than 20 min and 2 actions ? If you can’t, don’t expect to have a good delivery !

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Do 1 day Sprint And it should be deployed in production « Tell smaller lies »

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Stick to your practices Choose interconnected ones

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Pair programming Instead of « better » code review

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Stop being afraid of modifying the existing source code You’ll need TDD

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Stop Ruinous Empathy Embrace radical candor

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The certiﬁcation business is the scientology of agile…

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How to scale ? DONT! DON’T FUCKING DO IT PLZ STOP TRYING TO SCALE AGILE! YOU DON’T NEED SCALED AGILE FOR FUCKS SAKE! MATURE AGILE TEAM CAN SCALE WITHOUT NEEDING A MANAGEMENT BULLSHIT TRYING TO SCALE THEM! MAKE YOUR MANAGER BUSY BY DOING SOMETHING ELSE! BUT PLZ STOPIT, REALLY, IT IS QUITE SCARY AT THIS POINT! DON4T1!!11!1

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- R. Jeﬀries « But they’re large companies. So, naturally, they think they need to scale. […] they’re wrong. They don’t need to scale. They need to do plain old simple Agile software development. »

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- R. Jeﬀries « That’s not to say that large-scale Agile won’t be successful; very likely it will be. It will be successful in the sense that large companies will buy scaling products and ideas, and consultants and training companies will enrich themselves selling what these large companies want. »

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- R. Jeﬀries « If your individual teams cannot work in an Agile fashion, then clearly you’re not ready to “transition” your company or to “scale” Agile. You don’t want to transition to something you can’t do, and you don’t want to scale something that doesn’t work. »

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- R. Jeﬀries « First, start creating teams that are very capable of doing Agile. Then, give them the most important, most valuable work to do that your organization can come up with. And stand back. Keep creating Agile teams, organized by features where possible. You may ﬁnd that you have little need to scale Agile. »