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Agile 101 Bartosz Boguszewski November 2017, php CE

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Agile ability to move with quick easy grace

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Deming Circle Plan Do Check Act

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Plan Deming Circle

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Do Deming Circle

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Check Deming Circle

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Act Deming Circle

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How it works?

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The Agile Manifesto 2001

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Individuals and interactions over processes and tools The Agile Manifesto

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Working software over comprehensive documentation The Agile Manifesto

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Responding to change over following a plan The Agile Manifesto

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Customer collaboration over contract negotiation The Agile Manifesto

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The Twelve Principles

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Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. The Twelve Principles

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Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. The Twelve Principles

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Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. The Twelve Principles

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Business people and developers must work together daily throughout the project. The Twelve Principles

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Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The Twelve Principles

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The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. The Twelve Principles

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Working software is the primary measure of progress. The Twelve Principles

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Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. The Twelve Principles

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Continuous attention to technical excellence and good design enhances agility. The Twelve Principles

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Simplicity--the art of maximizing the amount of work not done--is essential. The Twelve Principles (10)

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The best architectures, requirements, and designs emerge from self- organizing teams. The Twelve Principles

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At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. The Twelve Principles

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The Agile Mindset There is a difference in “doing” Agile and “being” Agile

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The Agile Mindset • Value driven development

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The Agile Mindset • Value driven development • Working in small increments

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The Agile Mindset • Value driven development • Working in small increments • Fast feedback

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The Agile Mindset • Value driven development • Working in small increments • Fast feedback • Continues improvement

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The Agile Mindset • Value driven development • Working in small increments • Fast feedback • Continues improvement • Welcome changes

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Lean Product Development Agile Framework

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Lean Core Concepts Lean

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Lean Core Concepts • Eliminate waste

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Lean Core Concepts • Eliminate waste • Empower the team

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Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast

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Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole

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Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in

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Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in • Defer decisions

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Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in • Defer decisions • Amplify learning

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The Seven Waste of Lean Lean

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The Seven Waste of Lean • Partially done work

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The Seven Waste of Lean • Partially done work • Extra process

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The Seven Waste of Lean • Partially done work • Extra process • Extra features

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The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching

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The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting

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The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting • Motion

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The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting • Motion • Defects

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Kanban Agile Framework

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Five Principles of Kanban Kanban

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Five Principles of Kanban • Visualize the workflow

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Five Principles of Kanban • Visualize the workflow • Limit Work in Progress

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Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow

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Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow • Make process policies explicit

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Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow • Make process policies explicit • Improve collaboratively

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Pull System Kanban

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Extreme Programming Agile Framework

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XP Core Values Extreme Programming

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XP Core Values • Simplicity

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XP Core Values • Simplicity • Communication

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XP Core Values • Simplicity • Communication • Feedback

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XP Core Values • Simplicity • Communication • Feedback

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XP Core Values • Simplicity • Communication • Feedback • Courage

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XP Core Values • Simplicity • Communication • Feedback • Courage • Respect

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XP Core Practice • Whole Team • Planning Games • Small Releases • Customer Tests • Collective Code Ownership • Code Standards • Sustainable Peace • Metaphors • Continuous Integration • Test-Driven Development • Refactoring • Simple Design • Pair Programming

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XP Team Roles Extreme Programming

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Coach is the guardian of the process XP Team Roles / Coach

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Customer is the business representative XP Team Roles / Customer

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Customer confirms that the product is working as intended XP Team Roles / Customer

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Testers & Programmers XP Team Roles

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XP Life Cycle

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XP everyday

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Feature Driven Development Agile Framework

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FDD Life Cycle

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Roles FDD

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A chief programmer is someone more productive than others FDD / Chief Programmer

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Class Owner is responsible for the design and implementation of feature FDD / Class Owner

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Feature Teams FDD

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Feature Teams

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Feature Teams

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Feature Teams

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Feature Teams

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Dynamic System Development Method Agile Framework

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DSDM Process

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DSDM Roles • Executive Sponsor • Visionary • Ambassador User • Advisor User • Project Manager • Technical Coordinator • Team Leader • Solution Developer • Solution Tester • Facilitator • Specialist Roles

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Scrum Agile Framework

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Transparency Inspection Adaptation Three pillars of Scrum

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Scrum Team

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The Product Owner is one person who represents needs of all involved stakeholders The Scrum Team / The Product Owner

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The Product Owner is responsible for maximizing the value of the final product The Scrum Team / The Product Owner

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The Development Team is cross-functional The Scrum Team / The Development Team

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The Development Team is self-organising The Scrum Team / The Development Team

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There are no sub teams and titles in The Development Team The Scrum Team / The Development Team

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The Development Team is accountable as a whole The Scrum Team / The Development Team

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The Scrum Master is a servant- leader for the Scrum Team The Scrum Team / The Scrum Master

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The Scrum Master is the guardian of the Scrum rules with in the Scrum Team and the organisation The Scrum Team / The Scrum Master

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Scrum Framework

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Scrum Framework

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For each Sprint a Sprint Goal should be defined. Scrum

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Scrum of Scrum

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Be Agile and do Agile but only if it is the best for your team and your project

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