What is the difference between "Talking Agile" and "Being Agile"? Do you find your management using Agile Buzz Words while they keep thinking and behaving in the same old same old way? How can you help your management understand the difference? Use this presentation to contrast between the Agile Manifesto & Principles & the Sabot-Agile Manifesto & Principles

1. “WHAT YOU DO
SPEAKS SO
LOUDLY,
I CAN’T HEAR
WHAT YOU SAY.”
-Ralph Waldo Emerson
AGILE OR SABOTAGILE?
Help Your Management
Understand the Difference
RAVI VERMA, SmoothApps

2. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
We are uncovering
better ways of
developing software by
doing it and helping
others do it.
We are uncovering
better ways of faking
Agile Software
development, defending
the status quo, and
advancing our careers.
#1
BLOG:
Agile or Sabot-Agile?

3. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
Individuals and
interactions over
processes and tools
Defining rigorous
processes with
Milestones, Phase
Gates, and Audit
Trails
#2
BLOG:
Agile or Sabot-Agile?

4. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
Working software over
comprehensive
documentation
Tracking project and
program progress with
Gantt Charts, %-age
completion reports and
Red-Yellow-Green
executive dashboards
#3
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Agile or Sabot-Agile?

5. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
Customer collaboration over
contract negotiation
Holding resources
accountable with baselined
contracts with fixed-scope,
fixed-dates, fixed-costs
#4
BLOG:
Agile or Sabot-Agile?

6. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
Responding to change over
following a plan
Preventing a descent into
chaos with rigorous change
control boards
#5
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Agile or Sabot-Agile?

7. What is your management
saying being?
AGILE SABOT-AGILEor
MANIFESTO MANIFESTO
That is, while there is value
in the items on
the right, we value the
items on the left more.
This is how we have
delivered software in the
real world for decades. And
this is how we are going to
do it!
#6
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Agile or Sabot-Agile?

8. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Our highest priority is
to satisfy the customer
through early and
continuous delivery
of valuable software.
Our highest priority is
to have resources deliver
on scope, on time, on
budget.
#7
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Agile or Sabot-Agile?

9. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Welcome changing
requirements, even late in
development. Agile
processes harness change
for the customer's
competitive advantage.
Rigorously control deviation
from plan to prevent
resources from wriggling
out of commitments & to
prevent business from
moving the goal-posts.
#8
BLOG:
Agile or Sabot-Agile?

10. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Deliver working
software frequently,
from a couple of weeks
to a couple of months,
with a preference to the
shorter timescale.
Increase efficiency from
resources through
economies of scale,
phase gates and large
batch sizes.
#9
BLOG:
Agile or Sabot-Agile?

11. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Business people and
developers must work
together daily
throughout the project.
Use proxies between
business people and
resources, enabling
business people to be
externally focused and
do real work.
#
10
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Agile or Sabot-Agile?

12. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Build projects around
motivated individuals.
Give them the environment
and support they need,
and trust them to get the
job done.
Use management oversight,
performance objectives and
bell-curves to maximize
output from resources.
#
11
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Agile or Sabot-Agile?

13. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
Use documents and e-mails
with audit trails as primary
means of communication
with resources.
#
12
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Agile or Sabot-Agile?

14. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Working software is
the primary measure
of progress.
Executive dashboards
are the primary
measure of progress
made by resources.
#
13
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Agile or Sabot-Agile?

15. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Agile processes promote
sustainable development.
The sponsors, developers,
and users should be able
to maintain a constant
pace indefinitely.
Resources work late nights,
weekends and cancel
vacations to meet deadlines.
#
14
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Agile or Sabot-Agile?

16. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Continuous attention to
technical excellence
and good design
enhances agility.
Resources meet
commitments by
delivering to production
and then patching with
agile fast-followers as
needed.
#
15
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Agile or Sabot-Agile?

17. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
Simplicity--the art of
maximizing the amount
of work not done--is
essential.
Leverage economies of
scale by having
resources deliver as
many features as
possible in each release.
#
16
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Agile or Sabot-Agile?

18. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
The best architectures,
requirements, and
designs emerge from
self-organizing teams.
Hire smart technical
leaders to come up with
architecture and design
that junior resources
can implement.
#
17
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Agile or Sabot-Agile?

19. What is your management
saying being?
AGILE SABOT-AGILEor
PRINCIPLES PRINCIPLES
At regular intervals, the
team reflects on how
to become more effective,
then tunes and adjusts
its behavior accordingly.
Conduct postmortems with
resources at the end of
projects if time allows, as
long as it does not interfere
with resources doing real
work.
#
18
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Agile or Sabot-Agile?

20. AGILE OR SABOTAGILE?
Help Your Management
Understand the Difference
RAVI VERMA, SmoothApps
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Ravi Verma, SMOOTHAPPS