Agile Values

Sequential vs. overlapping

Source: “The New New Product Development Game” by Takeuchi

and Nonaka. Harvard Business Review, January 1986.

Sequential development

Scrum teams do a little of every thing all

the time using one-piece flow

mechanism

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Success rate

3

• Follows “Agile manifesto”

• Iterative & incremental

• Adaptive

• Embrace changes

• Value-oriented

Agile development

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Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through

this work we have come to value:

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

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That is, while there is value in the items on the right, we value the items on the left more.

AgileAlliance.org

12 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 work 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.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace

indefinitely.

9. Continuous attention to technical excellence and good design enhances

agility.

10. Simplicity--the art of maximizing the amount of work not done--is

essential.

11. The best architectures, requirements, and designs emerge from self-

organizing teams.

12. At regular intervals, the team reflects on how to become more effective,

then tunes and adjusts its behavior accordingly. 6

http://agilemanifesto.org

“Software in 30 days”

7 Time Thanks Ken for the slide & the book

Value Proposition

Visibility Adaptability

Business Value Risk

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Management

Transformation

• Managers tell people what to do and make sure they do it properly

• Managers maintain the right to authorize decision

• Managers limit the information or resources available to workers

• People decide what,

and how to do

• Team makes decisions

• Information is

transparent

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Teams

Transformation • Customer-driven

• Multi-skilled workforce

• Few job descriptions

• Information widely shared

• Few levels of management

• Whole-business focus

• Shared goals

• Seemingly chaotic

• Purpose achievement emphasis

• High worker commitment

• Continuous Improvements

• Self-controlled

• Values/Principles based

• Management-driven

• Workforce of isolated specialists

• Many job descriptions

• Information limited

• Many levels of management

• Function/Department focus

• Segregated goals

• Seemingly organized

• Problem-solving emphasis

• High management commitment

• Incremental Improvements

• Management-controlled

• Policy/Procedure based

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Scrum ‘Process’

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Plan

Plan

Plan

Plan

Do Do Do Do Act Act Act Act

Check

Check

Check

Check

Lean

Learning with

Deming PDCA circles

Quote

“Agile development is no silver bullet, but it

is useful. Organizationally, agile delivers

value and reduces costs; technically, it

highlights excellence and minimal bugs;

personally, many find it their preferred way

to work.”

“The Art of Agile Development”, James Shore

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Observation from some Teams in Vietnam

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Scrum

Iceberg agile culture is the under-ware part of an iceberg

OPTIONAL

SECTIONS

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Methods used

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Source: Forrester Research

Test-Driven

Development • You don’t start programming until you have

designed your tests!

• Strategy

– Make it Fail • No code without a failing test

– Make it Work • As simply as possible

– Make it Better • Refactor(code, design, test, documentation)

– Believe in testing

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TDD Rationale

Design for test Design

Test

Implement

Test

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Next steps

/duongtrongtan

Contact Tan

Stay Connected with Community

Monthly Gathering, see: www.hanoiscrum.net www.agilevietnam.org

//hanoiscrum

http://vn.linkedin.com/in/tandt

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