12. software is about learning, continuously planning is guessing estimating is not committing
13. AGILE MANIFESTO 2OOI : Individuals and Interactions Working Software Customer Collaboration Responding to Change over Processes and Tools over Comprehensive Documentation over Contract Negotiation over Following a Plan
14. Agile timeline Edward Deming theory of constraints crystal new new product development 1993 DSDM lean thinking complex adaptive systems 1996 Agile manifesto 2001 lean development 2004 queueing theory
15. “I don’t know what I want,but I know how to get it” Johnny Rotten Sex Pistols
16. delivervalue in small evolutionarysteps delay commitment, makedecisionsat the last responsible moment build in qualityonlywhatisneeded andonlywhenisneeded makeproject statustransparent and visible,highlightissues and impediments
17. XP rebellious and prescriptive (!) on site customer frequent small releases small colocated teams pair programming unit tests / TDD refactoring ...
21. frequent and repeated success builds trust and motivation manager coach servant guidance provides feedback enable excellence connects the team to the business team trusted respected supported work autonomously makes allday-to-day decisions {
27. visualizeflow limit WIP (work in process) measure and optimizeflow explicit policies(limit WIP, pull, definition of ”done”, etc) -> project and process trasparency WIP throughput cycle time = backlog to do in progress test done 2 3 2 cycle time lead time slide credit: H.Knibergwww.crisp.se
33. up to the team in progress ready backlog to do done 2 3 1
34. on teams, again performing collaborative supporting group a highly helps learning from everyone each other the commitment the process the delivery everyone owns
35. cumulative flow diagram backlog WIP to do cycle time in progress WIP story points cycle time throughput WIP done days
36. Chaos Report 2009 cancelled projects were 31% 24% were 53% challenged projects 44%
37. concerns about Agile adoption 36% loss of management control barriers to further Agile adoption ability to change organizational culture 51% 2010 State of Agile Development Survey Results
38. benefits from Agile implementation 87% manage changing priorities 74% increase productivity 70% accelerate time to market 66% enhance product quality 77% improve project visibility 2010 State of Agile Development Survey Results
Tom DeMarco: “In big companies, it’s often more acceptable to be wrong than it is to be uncertain.”
JIM HIGHSMITH (Agile Objections) BMW uses simulations in its design process to improve car crashworthiness — 91 simulations, two real crashes, 30% improvement in design, 2.5 days per simulated crash versus 3.8 months (for simple tests) — and the 91 simulations cost less than the two real crashes. BMW engineers found that these low-cost iterations changed design processes. In fact, they found that when experiments can be done in 2.5 days rather than 3.8 months, it drastically changes how their engineers approach design. Engineers begin to practice design by experimentation rather than design by anticipation (up-front design). The BMW designers often found that the experiments taught them very quickly that their anticipatory designs were wrong.
Light-Touch Leadership means that decision making is delegated to the lowest level possible and as many decisions as possible are delegated to the team-Poppendieck summarized this history into three styles of leadership: 1) Old “Dictator” Style: “Do it my way…”; 2) 1980s “Empowerment” Style: “Do it your way... ”; 3) Lean Style: “Follow me…and let’s figure this out together.” Within the Toyota Production System, the role of the leader is: 1.to act as a teacher; 2.to get each person to take the initiative to solve problems and improve his or her job; and 3.to ensure that each person’s job is aligned to provide value for the customer and prosperity for the company
Remove queues and delays. Buffers.Balance demand against throughput
Kanban process: a set of policiesKanban enable incremental changes, with reduced political risks and minimal resistance.Cadence: delivery, prioritizaton, retrospective can each have their own cadence
Pull without input from a manager
it isn’t easy to ignore a blocked and work on something else
it isn’t easy to ignore a blocked and work on something else