Agile Manifesto
We have come to value…
individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
adapting to change over following a plan
Slide 3
Slide 3 text
Agile Manifesto
We have come to demonstrate…
individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
adapting to change over following a plan
Slide 4
Slide 4 text
Agile Manifesto
We have come to demonstrate…
processes and tools over individuals and interactions
working software over comprehensive documentation
customer collaboration over contract negotiation
adapting to change over following a plan
Slide 5
Slide 5 text
Agile Manifesto
We have come to demonstrate…
processes and tools over individuals and interactions
comprehensive documentation over working software
customer collaboration over contract negotiation
adapting to change over following a plan
Slide 6
Slide 6 text
Agile Manifesto
We have come to demonstrate…
processes and tools over individuals and interactions
comprehensive documentation over working software
contract negotiation over customer collaboration
adapting to change over following a plan
Slide 7
Slide 7 text
Agile Manifesto
We have come to demonstrate…
processes and tools over individuals and interactions
comprehensive documentation over working software
contract negotiation over customer collaboration
following a plan over adapting to change
Slide 8
Slide 8 text
–Peter Drucker
“Culture eats strategy for breakfast”
Slide 9
Slide 9 text
–Daniel Terhorst-North
“Methodology eats manifesto for breakfast”
Slide 10
Slide 10 text
Agile methods optimise for…
Simplicity
Feedback
Communication
Collaboration
Transparency
Time to market
Predictability
Velocity
Learning
Flexibility
Change
Business value
Quality
We based software engineering
on civil engineering
Front-load the risk:
- Architect designs the overall structure
- Engineer assesses design for structural weaknesses
- Quantity surveyor estimates materials and costs
- Project manager ensures scheduling commitments
Slide 13
Slide 13 text
Engineering suggests bigger is better
Wider roads are better
Longer bridges are better
Bigger hospitals are better
Fancier airports are better
Slide 14
Slide 14 text
What if we are wrong?
Slide 15
Slide 15 text
The goal:
Sustainably minimise lead time to business impact
Slide 16
Slide 16 text
The goal:
Sustainably minimise lead time to business impact
Slide 17
Slide 17 text
The goal:
Sustainably minimise lead time to business impact
Slide 18
Slide 18 text
The goal:
Sustainably minimise lead time to business impact
Slide 19
Slide 19 text
The goal:
Sustainably minimise lead time to results
Slide 20
Slide 20 text
Maybe software is more like surgery?
Slide 21
Slide 21 text
No one wants surgery!
If I must have
surgery…
…I want the
minimum
possible!
by competent,
experienced
professionals…
established,
proven
techniques…
…yet still
prepared for the
unexpected!
But honestly?
I’d rather not have
surgery!
People want to be well
Slide 22
Slide 22 text
Surgery is more than procedures
Slide 23
Slide 23 text
Maybe software is more than features?
Features
Discovery
Kaizen
Slide 24
Slide 24 text
So what?
Slide 25
Slide 25 text
Kaizen
Discovery
Features
We need to rethink our delivery model
Schedule each, measure each, track each, showcase each
Always some of each in
fl
ight
all
fi
rst class work
Slide 26
Slide 26 text
We need to re-engage…
…with our business stakeholders
…with our management
…with ourselves
Slide 27
Slide 27 text
Setting a new direction
Beyond Software Engineering towards Software Surgery
Beyond programming towards business impact
Beyond cutting towards curing