Heart of agile by Pierre Hervouet
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The document discusses the principles of Agile methodology. It begins by describing the Agile Manifesto and its values of prioritizing working software over documentation and customer collaboration over contract negotiation. It then outlines 12 principles of Agile, including early and continuous delivery of valuable software to satisfy customers, welcoming changing requirements, and self-organizing teams. Finally, it notes some potential downsides or "dark sides" to Agile practices, such as an overemphasis on speed over quality or lack of planning.
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Heart of agile by Pierre Hervouet
- 1. THE HEART OF AGILE What is Agile?
- 4. AGILE MANIFESTO Heart Of Agile PM BEFORE MANIFESTO AFTER MANIFESTO 2001
- 5. PM
- 6. Analysis / Requirements Design Implementation Testing / Verification Rollout /Maintenance Development
- 8. Scrum Stakeholder Product Owner Developers Product Owner Vision Scrum Master Product Backlog Potentially shippable Product Daily Stand-Up Sprint Sprint Review Burndown Charts
- 9. CRYSTAL
- 10. Dynamic Systems Development Method (DSDM)
- 13. FDD
- 14. ASD Project Initiation Adaptive Cycle Planning Concurrent Component engineering Quality Review Final QA & Release Speculate Collaborate Learn
- 17. AGILE MANIFESTO
- 19. Agile Manifesto Values Working software over comprehensive documentation
- 20. What is the most important Word?
- 21. Agile Manifesto Values Working software over comprehensive documentation
- 22. 12 principles ▪ Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. . ▪ Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. ▪ Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. ▪ Business people and developers must work together daily throughout the project. ▪ Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. ▪ The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. ▪ Working software is the primary measure of progress. ▪ Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ▪ Continuous attention to technical excellence and good design enhances agility. ▪ Simplicity--the art of maximizing the amount of work not done--is essential. ▪ The best architectures, requirements, and designs emerge from self-organizing teams. ▪ At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 24. Failed, 29% Challenged , 60% Successful, 11% Waterfall Failed, 9% Challenged , 52% Successful, 39% Agile
- 27. CERTIFICATIONS
- 31. Beware the dark side of the force THE DARK SIDE OF agile THE NEW MANIFESTO
- 32. AGILE VALUES Individuals & Interactions OVER processes & Tools Working software OVER comprehensive documentation Customer Collaboration OVER Contract negotiation Responding to change OVER Planning
- 33. AGILE VALUES UNDERSTANDING Individuals & Interactions _NO_ processes & Tools Working software _NO_ comprehensive documentation Customer Collaboration NO_ Contract negotiation Responding to change _NO_ Planning
- 35. DARK SIDE OF AGILE PRINCIPLES Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Becomes Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. .
- 36. DARK SIDE OF AGILE PRINCIPLES Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage Becomes Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
- 37. DARK SIDE OF AGILE PRINCIPLES Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Becomes Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- 38. DARK SIDE OF AGILE PRINCIPLES Business people and developers must work together daily throughout the project. Becomes Business people and developers must be busy together daily throughout the project.
- 39. DARK SIDE OF AGILE PRINCIPLES Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Becomes Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- 40. DARK SIDE OF AGILE PRINCIPLES The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Becomes The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (ALWAYS !) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (and we have to do systematically detailled minutes)
- 41. DARK SIDE OF AGILE PRINCIPLES Working software is the primary measure of progress. Becomes Working software is the ONLY measure of SUCCESS.
- 42. DARK SIDE OF AGILE PRINCIPLES “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.” Becomes “Agile processes promote sustainable development (at minima). The sponsors, developers, and users should be able to maintain a constant pace (not to fast) indefinitely.”
- 43. DARK SIDE OF AGILE PRINCIPLES “Continuous attention to technical excellence and good design enhances agility.” Becomes “Continuous attention to technical excellence and good design enhances agility.” We deliver or “Continuous attention to technical perfection and perfect design enhances agility.”
- 44. DARK SIDE OF AGILE PRINCIPLES “Simplicity--the art of maximizing the amount of work not done--is essential.” Becomes “Simplistically-the art of maximizing the amount of work not done--is essential.”
- 45. DARK SIDE OF AGILE PRINCIPLES “The best architectures, requirements, and designs emerge from self- organizing teams.” Becomes “The best architectures, requirements, and designs emerge from self- managing teams.” or “The best architectures, requirements, and designs emerge from self- organized teams (by managers).”
- 46. DARK SIDE OF AGILE PRINCIPLES “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Becomes “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
- 47. Beware the dark side of the force THE DARK SIDE OF agile THE NEW MANIFESTO
- 48. DARK SIDE OF AGILE PRINCIPLES 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must be busy together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation (and we have to report in detail) 7. Working software is the ONLY measure of SUCCESS. 8. “Agile processes promote sustainable development (at minima). The sponsors, developers, and users should be able to maintain a constant pace (not to fast) indefinitely (like the project).” 9. “Continuous attention to technical perfection and perfect design enhances agility.” 10. “Simplistically-the art of maximizing the amount of work not done--is essential.” 11. “The best architectures, requirements, and designs emerge from self-organized teams.” 12. “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
- 49. THE HEART OF AGILE
- 51. SHU - HA – RI FOLLOW THE RULES BREAK THE RULES BE THE RULES
- 52. SHU - HA – RI - KOKORO FOLLOW THE RULES BREAK THE RULES BE THE RULES The Heart
- 53. 400 WORDS
- 54. 400 WORDS
- 56. 4 VERBS
- 64. Fortune teller