This is supposed to be an introductory presentation on Agile. In this presentation I give some examples of heavy weight methods and their implications on your project. Then I give a quick overview of Agile methods, the rationale behind it, its origin, its values and principles. I move on to describe that what I see happening today in the industry is really waterfall in the name of Agile. I give some reasons why this is happening and then I give some pointers to move away from this flawed thinking. Bottom line, Agile is not a Silver Bullet and don't fall pray to marketing gimmicks. Question dogmatic claims. Adapt Agile to your needs and take baby steps.

1. Agile (as practiced today)
is the new Waterfall
Embrace Uncertainty
Naresh Jain
naresh@agilefaqs.com
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 1

2. For me to make sense lets look at...
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go Wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 2

3. Software Engineering?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 3

4. Software Engineering?
Creating Software is a Craft.
Converting source code to
executable is the engineering bit.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 3

5. IEEE defines Software Engineering as...
“Software Engineering is the application of
a systematic, disciplined, quantifiable
approach to development, operation and
maintenance of software: that is, the
application of engineering to software.”
IEEE Standard Computer Dictionary,
ISBN 1-55937-079-3, 1990
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 4

6. Who used Software Engineering?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 5

7. Who used Software Engineering?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 5

8. For the space shuttle’s operating system
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 6

9. Some Statistics
NASA’s Defect Density
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 7

10. Some Statistics
NASA’s Defect Density
The last 11 versions of the space
shuttle’s 420,000 line systems
had a total of 17 defects.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 7

11. Some Statistics
NASA’s Defect Density
The last 11 versions of the space
shuttle’s 420,000 line systems
had a total of 17 defects.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 7

12. One More Data Point
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 8

13. One More Data Point
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 8

14. Another real
software engineering project
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 9

15. Another real
software engineering project
Safeguard - Ballistic Missile Defense System
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 9

16. Another real
software engineering project
Safeguard - Ballistic Missile Defense System 18
20
code &
unit test
design
18 %
20 %
1969-1975, 5407 person years
reqmts
Hardware designed at the same time 20 %
20 integration
as software specs being written
testing
42 %
Late changes in requirements not an
option
42
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 9

17. Another real
software engineering project
Safeguard - Ballistic Missile Defense System 18
20
code &
unit test
design
18 %
20 %
1969-1975, 5407 person years
reqmts
Hardware designed at the same time 20 %
20 integration
as software specs being written
testing
42 %
Late changes in requirements not an
option
42
Did it Succeed?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 9

18. Safeguard
Ballistic Missile Defense System…
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

19. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

20. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

21. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

22. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

23. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
Operational for 133 days - Project terminated in 1978
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

24. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
Operational for 133 days - Project terminated in 1978
‘By the time the 6-year anti-missile system project was
completed, the new missiles were faster than the anti-
missile missiles’
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 10

25. Where did things go wrong?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 11

26. Where did things go wrong?
Software Engineering is a heavy weight methodology and such
heavy weight methodologies characteristically are most successful
when:
Requirements are stable
Technology is well known and mature
Everything happens as one would expect
We are not taking on anything new or unknown
We have done this many times before
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 11

27. Where did things go wrong?
Software Engineering is a heavy weight methodology and such
heavy weight methodologies characteristically are most successful
when:
Requirements are stable
Technology is well known and mature
Everything happens as one would expect
We are not taking on anything new or unknown
We have done this many times before
Projects with these characteristics are few and far between.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 11

28. Other Heavy Weight Methodologies
Heavy Weight
SEI/IEEE Project
Waterfall Standards and
Definitions
Requirements
RUP
Management
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 12

29. Other Heavy Weight Methodologies
Heavy Weight
SEI/IEEE Project
Waterfall Standards and
Definitions
Requirements
RUP
Management
Heavy weight methodologies work in some instances, but
there are high costs, and the risk in using them in
dynamic environments is high.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 12

30. So, heavy weight methodologies don’t seem to meet our
needs
Is there an alternative?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 13

31. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 14

32. Lower cost of change
through higher quality software
Traditional cost profile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 15

33. Lower cost of change
through higher quality software
Traditional cost profile
Time spent:
• Finding defects
• Fixing Defects
• Regression Testing
• Deploying
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 15

34. Lower cost of change
through higher quality software
Traditional cost profile
Time spent:
• Finding defects
• Fixing Defects
• Regression Testing
• Deploying
More defects
found
Agile system cost profile & corrected –
causes lower
cost of defect
correction
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 15

35. Lean Thinking – Eliminate Waste
The Toyota Production System, 1988 (1978), Taichii
Ohno
Pull Scheduling - Just-in-Time Flow
Expose Problems - Stop-the-Line Culture
Study Of ‘Toyota’ Production System, 1981, Shigeo
Shingo
Non-Stock Production - Single Minute Setup
Zero Inspection – Automatic Error Detection at Every Step
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 16

36. Building Quality into the Process
Toyoda Loom
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 17

37. Lessons from Queuing theory
Utilization (%)
Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 18

38. Traditional Process
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 19

39. Traditional Process
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 19

40. Applying Lean Principles
to Software Development
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 20

41. Applying Lean Principles
to Software Development
End-to-End
small slices of
work
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 20

42. Applying Lean Principles
to Software Development
End-to-End
small slices of
20 % done = 100 % usable
work
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 20

43. Lean Principles applied
to Software Development
Project Plan/Estimation
Requirements Gathering
Use Cases /
Functional Specs
Design
Specifications
Code
Test
$
Fix / Integrate
Inception
$
$
$
$
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 21

44. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 22

45. New Methodologies Emerged
XP
FDD Scrum
Crystal Family DSDM
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 23

46. 2000
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 24

47. 2000
XP | Extreme Programming (Kent Beck)
DSDM | Dynamic System Development Method (Dane Faulkner)
FDD | Feature Driven Development (Jeff DeLuca)
SCRUM (Ken Schwaber)
Crystal (Alistair Cockburn)
Adaptive Software Development (Jim Highsmith)
Lean Software Development (Mary Poppendieck)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 24

48. Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

49. 2001
Agile
manifesto
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

50. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile
manifesto
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

51. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

52. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
– Working software OVER comprehensive documentation.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

53. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
– Working software OVER comprehensive documentation.
– Customer collaboration OVER contract negotiation.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

54. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile Individuals and interactions OVER processes and tools.
–
manifesto Working software OVER comprehensive documentation.
–
Customer collaboration OVER contract negotiation.
–
Responding to change OVER following a plan.
–
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

55. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile Individuals and interactions OVER processes and tools.
–
manifesto Working software OVER comprehensive documentation.
–
Customer collaboration OVER contract negotiation.
–
Responding to change OVER following a plan.
–
That is, while there is value in the items on the right, we value the
items on the left more.”
© 2001 Agile Alliance. http://www.agilemanifesto.org
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 25

56. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 26

57. Principles behind the Manifesto
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.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 27

58. Principles behind the Manifesto...
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.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 28

59. Principles behind the Manifesto...
Simplicity--the art of maximizing the amount of work not done--is
essential.
Continuous attention to technical excellence and good design
enhances agility.
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.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 29

60. Agile is Designed to deal with
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

61. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

62. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

63. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

64. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
Langdon's lemma - software evolves more rapidly as it approaches chaotic
regions (taking care not to spill over into chaos)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

65. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
Langdon's lemma - software evolves more rapidly as it approaches chaotic
regions (taking care not to spill over into chaos)
Any association of predictive or defined processes
with Agile is an exercise in futility. - Jeff
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 30

66. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 31

67. Use of Agile Methods
Helps handle changing requirements & priorities
Lowers cost of change
Provides better visibility into project progress
Reduces risk
Maximizes Return on Investment (business value prioritized)
Encourages higher quality, simpler code
Delivers business value early & often
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 32

68. But...with....
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

69. But...with....
Courage!!
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

70. But...with....
Courage!!
Constant Business involvement
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

71. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

72. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

73. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
Whole Organization Involvement
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

74. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
Whole Organization Involvement
Last but not the least, with an OPEN MIND
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 33

75. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 34

76. So what makes Agile the new Waterfall?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

77. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

78. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

79. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

80. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

81. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

82. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

83. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

84. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

85. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

86. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

87. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Training and Coaching by non-practitioners
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

88. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Today Agile seems to be full oftheir needs
Process and Tools OVER Teams and Ceremony and Dogmatism
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Training and Coaching by non-practitioners
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35

89. Where do things go wrong?
Lack of understanding of software development
Software development is not
a Manufacturing process
an Engineering or Construction process
Ziv, Humphrey, Wegner's laws and Langdon's lemma
Mythical man month
Gold rush
Lack of theoretical understanding of the underlying principles
Myths and Fallacies
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 36

90. Theory to understand why Agile works
Theory of Constraints and Lean Thinking
Complex adaptive systems: the science of uncertainty
Cognitive science: the nature of human decision making
Evolutionary psychology & anthropology: the origins of
social interaction & its nature
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 37

91. Cynefin Framework
Dave Snowden, Cognitive Edge
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 38

92. Project Design based on Cynefin
Dave Snowden, Cognitive Edge
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 39

93. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 40

94. Introducing “Naked Agile”
Naked Agile: True essence of Agile without the Process Crap
(ceremony and dogmatism)
The Bloat Effect
Iterations and Time-boxes are high ceremony
Cease Inspection; Who needs a separate QA Team
Requirements Considered Harmful
Estimations Considered Harmful
Projecting Velocity is Useless
Simple Design;Yes Simple not Simply Design & Coding is NOT Programming
TDD is not about Testing & TDD is not limited to Unit-tests
Agile != Rapid Software Development; Embrace Simplicity (Art of maximizing work
not done)
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 41

95. Questions? Thank You
naresh@agilefaqs.com
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 42