A Journey from the Promise of Agile in early 2000s (Values and Principles) to the State of Agile in 2020, highlighting the present Challenges and Issues (Faux-Agile, Immature Agile, Inflated Expectations and Dissatisfaction, Gap of Business and Development) and showing the Path that is Emerging to Fulfill the Promise through Lean Influence, Technical Excellence, Delivery Revolution, Self-Organized Teams, Lean Management and Generative Culture, drawing a final Conclusion of necessary Alignment between Technical, Team and Management Practices with Agile Values and Principles to reach the final goal of Customer, Team and Organization Satisfaction through the vehicles of Generative Culture, Value Delivery and Team Performance. Feel free to contact me for further details.

1. BY @RAFAEL_CASUSO
THECORE
OFAGILE

2. RAFAEL
CASUSO
CEO @GOSNOWSTORM
FORMER CTO / DIRECTOR OF SOFTWARE ENGINEERING
• +12 years Developing Software Products
• +8 years Leading Engineering Teams
• Technologist. Passion. Innovation. Agile.
• Writer @Medium. Speaker @Slideshare.
• Founder of @VueJSMadrid @BotDevelopmentMadrid
Co-Founder of @AgileDeliveryES
THE CORE OF AGILE

3. WHAT
ISTHE
POINT?
SETTING THE GOALS
THE CORE OF AGILE

4. • Satisfy the Customer through Continuous
Delivery of Value in Short Increments
• Constant Customer Feedback and
Collaboration
• Responding to Change for Competitive
Advantage
• Keep a Sustainable Pace
THE CORE OF AGILE
THE PROMISE
OF AGILE
WHAT WE WANTTO ACHIEVE

5. THE CORE OF AGILE
PRINCIPLE WHY?
CONTINUOUS DELIVERY OF VALUE CUSTOMER, TEAM & ORGANIZATION SATISFACTION
ADAPTATION TO CHANGE COMPETITIVE ADVANTAGE
FREQUENT DELIVERY OF PRODUCT INCREMENTS MINIMIZE RISK, TIME TO MARKET, COMPETITIVE ADVANTAGE
BUSINESS & DEVELOPMENT CLOSE COLLABORATION PRODUCT STRATEGY ALIGNMENT, TEAM PERFORMANCE
MOTIVATION, SAFE ENVIRONMENT & TRUST GENERATIVE CULTURE, TEAM PERFORMANCE
DIRECT COMMUNICATION INCREASE COLLABORATION, UNDERSTANDING
VALUE AT USER HANDS IS MEASURE OF SUCCESS MEASURE SUCCESS, CUSTOMER SATISFACTION
SUSTAINABLE DEVELOPMENT CUSTOMER, TEAM & ORGANIZATION SATISFACTION
TECHNICAL EXCELLENCE NECESSARY FOR 1, 2, 3, 8, 10 AND 12
SIMPLICITY MAINTENANCE, UNDERSTANDING, EVOLUTION
SELF-ORGANIZING TEAMS TEAM SATISFACTION, TEAM PERFORMANCE
CONTINUOUS IMPROVEMENT OPTIMIZATION, TEAM PERFORMANCE

6. - RAFAEL CASUSO “THE CORE OF AGILE”
AGILE’S PRIMARY GOAL IS THE
ALIGNMENT OF CUSTOMER, TEAM
AND ORGANIZATION
SATISFACTION
THE CORE OF AGILE

7. WHERE
ARE
WE?
STATE OF AGILE 2019
THE CORE OF AGILE

8. WHYA COMPANYADOPTS AGILE?
THE CORE OF AGILE *SOURCE: STATE OF AGILE 2019

9. WHATISTHE LEVELOF MATURITY?
THE CORE OF AGILE *SOURCE: STATE OF AGILE 2019
• 83% Not Competent Agile Implementations
• Only 6% Enabling Greater Adaptability to
Market Conditions
• 53% Not Satisfied with Agile Implementation
• 30% Not Using or Just Experimenting Agile

10. WHICH AGILE METHODS ARE USED?
THE CORE OF AGILE *SOURCE: STATE OF AGILE 2019

11. HOWAGILE SUCCESS IS MEASURED?
THE CORE OF AGILE *SOURCE: STATE OF AGILE 2019

12. WHY
DOESIT
FAIL?
THE PITFALLS
THE CORE OF AGILE

13. WHICH ARETHE REASONSTO FAIL?
THE CORE OF AGILE *SOURCE: STATE OF AGILE 2019

14. THE EVOLUTION OF AGILE
THE CORE OF AGILE *SOURCE: DARK SIDE OF AGILE 2012- ANDREA JANES & GIANCARLO SUCCI
We are here

15. THE CORE OF AGILE
- NICOLE FORSGREN “ACCELERATE”
MUCH OF WHAT HAS BEEN
IMPLEMENTED IS FAUX AGILE: PEOPLE
FOLLOWING SOME OF THE COMMON
PRACTICES WHILE FAILING TO
ADDRESS WIDER ORGANIZATIONAL
CULTURE AND PROCESSES

16. - MARTIN FOWLER “THE STATE OF AGILE 2018”
ON THE SURFACE, THE WORLD OF
AGILE SOFTWARE DEVELOPMENT IS
BRIGHT, SINCE IT IS NOW
MAINSTREAM. BUT THE REALITY IS
TROUBLING, BECAUSE MUCH OF WHAT
IS DONE IS FAUX-AGILE, DISREGARDING
AGILE'S VALUES AND PRINCIPLES.
THE CORE OF AGILE

17. • Agile Establishment is Imposing the best way
of Implementation
• Focus on Methods and Processes over
Individuals
• Lack of Interest in Technical Excellence
• Control-based Project Management Disguised
• Organization Culture is Not Aligned
THE CORE OF AGILE
THE FAUX
AGILE
DELIVERING FRUSTRATION

18. - RON JEFFRIES, EXTREME PROGRAMMING CO-CREATOR
IT SEEMS TO ME TO BE IMPORTANT
TO DISTINGUISH A GOOD IDEA FROM
POOR IMPLEMENTATIONS OF IT
THE CORE OF AGILE

19. • Lack of mature Skills and Experience
• Intermediate Team Topologies without Self-
Organization
• Differs from Faux Agile in Self-Awareness and
Dissatisfaction
• Will to Improve and Evolve
THE CORE OF AGILE
THE IMMATURE
AGILE
ON THE LONG ROAD

20. THE CORE OF AGILE
AgileValues&Principles
Promise Fulfillment
Agile
Immature
Agile
Waterfall
Faux
Agile
THE PROMISE FULFILLMENT

21. - KENT BECK, EXTREME PROGRAMMING CO-CREATOR
LISTENING, TESTING, CODING,
DESIGNING. THAT'S ALL THERE IS TO
SOFTWARE. ANYONE WHO TELLS YOU
DIFFERENT IS SELLING SOMETHING.
THE CORE OF AGILE

22. • U.S. Enterprise Agile Transformation Services
Market was $4.91B in 2018, expected
$18.19B in 2026*
• The huge Business Opportunity has attracted
some Unqualified Professionals unable to
fulfill Expectations
• A Result-Oriented Approach to Measure Agile
Success is more needed than ever
THE CORE OF AGILE
THE SMOKE
OF AGILE
LET’S TALK BUSINESS
*ALLIED MARKET RESEARCH 2019

23. - BRIAN MARICK, “THE GAP BETWEEN BUSINESS AND CODE”
THE CORE OF AGILE
IF THE BUSINESS PEOPLE WEREN'T SO
FOCUSED ON WHAT THEY SEE ON THE
SCREEN, AND THE PROGRAMMERS
WEREN'T SO OBSESSED WITH THE
CODE BEHIND IT, MAYBE THEY WOULD
PARTICIPATE INTENTLY ENOUGH TO
GET THE REQUIREMENTS RIGHT

24. • Absence of Developers in Mainstream Agile
Communities and Events
• Dissatisfaction that Leads to Technical-Oriented
Alternatives like Software Craftsmanship
• Lack of Effective Communication between
Business and Development
THE CORE OF AGILE
THE AGILE
SEGREGATION
THE GAP CONTINUES

25. HOW
DOWE
FIXIT?
SEARCHING FOR LIGHT
THE CORE OF AGILE

26. - DAN NORTH, “SOFTWARE THAT FITS IN YOUR HEAD”
CREATE POSITIVE BUSINESS
IMPACT THROUGH SUSTAINABLY
MINIMIZING LEAD TIME
THE HEART OF AGILE

27. • Simplicity as the Driving Principle to Deconstruct
and Rethink Agile
• Effectiveness and Result-Orientation to Fight Faux
Agile and Clear Smoke
• Reclaim Quality and Technical Excellence
• Systems Thinking & Flow Acceleration at the Core
of Delivery Revolution
• Continuous Improvement to Overcome Immaturity
THE CORE OF AGILE
THE LEAN
INFLUENCE
AGILE IS GETTING LEAN

28. - MARTIN FOWLER, “THE STATE OF AGILE 2018”
ADAPTATIVE SOFTWARE REQUIRES
REFACTORING. REFACTORING RELIES
ON TESTING AND CONTINUOUS
INTEGRATION, NECESSARY FOR
CONTINUOUS DELIVERY
THE CORE OF AGILE

29. • Direct Relationship of Technical Practices with
Agile Values and Principles
• Adaptation to Change requires Adaptive
Software that requires Technical Practices
• Technical Excellence promotes Simplicity
• Extreme Programming Practices reinforce each
other promoting Continuous Improvement
THE CORE OF AGILE
TECHNICAL
EXCELLENCE
THE ENGINE OF AGILE

30. THE CORE OF AGILE
PRACTICE WHY?
TRUNK-BASED DEVELOPMENT COST-EFFICIENCY, DELIVERY PERFORMANCE
TEST AUTOMATION QUALITY, SUSTAINABLE DEVELOPMENT, CHANGE ADAPTATION
REFACTORING
SIMPLICITY, SUSTAINABLE DEVELOPMENT, CHANGE
ADAPTATION
MODULAR ARCHITECTURE SCALABILITY, CHANGE ADAPTATION, DELIVERY PERFORMANCE
CONTINUOUS INTEGRATION QUALITY, DELIVERY PERFORMANCE
DEPLOYMENT AUTOMATION DELIVERY PERFORMANCE, RELIABILITY, QUALITY
MONITORING QUALITY, CONTINUOUS IMPROVEMENT

31. - IAN BUCHANAN, PRINCIPAL SOLUTIONS ENGINEER @ ATLASSIAN
YOU ARE ONLY AS AGILE AS YOUR
ABILITY TO DELIVER FREQUENTLY
AND WITHOUT DRAMA
THE CORE OF AGILE

32. • Enable Fast Flow from Development to Production
and Reliable Releases by Standardizing Work
• DevOps Culture with Focus on Automation of Testing,
Integration, Deployment and Systems Administration
• Shift-Left Quality based on Automated Testing
• Continuous Integration of Small Batches of Work
• Continuous Improvement based on Fast Feedback,
Experimentation and Monitoring
THE CORE OF AGILE
THE DELIVERY
REVOLUTION
THE VALUE STREAM

33. THE CORE OF AGILE
METRIC WHAT?
LEAD TIME TIME FROM TASK IN QUEUE TO PRODUCTION
CYCLE TIME TIME FROM TASK IN PROGRESS TO PRODUCTION
THROUGHPUT NUMBER OF TASKS DELIVERED IN PERIOD OF TIME
DEPLOYMENT FREQUENCY NUMBER OF DEPLOYS IN PERIOD OF TIME
TIME TO RESTORE TIME TO RESTORE SERVICE WHEN AN INCIDENT OCCURS
CHANGE FAIL RATE PERCENTAGE OF CHANGES TO PRODUCTION THAT FAIL

34. - MARTIN FOWLER, “THE STATE OF AGILE 2018”
THE TEAM DOING WORK DECIDES
HOW TO DO IT. THAT IS A
FUNDAMENTAL AGILE PRINCIPLE.
THE CORE OF AGILE

35. • Good People that Work Together at a Human
Level with Effective Collaboration
• Team Chooses Tools they Use and Processes
they Follow
• Encourage Sharing Knowledge and Innovation
• Safe Environment where Fail is Opportunity
• Continuous Improvement by Reflection
THE CORE OF AGILE
SELF-ORGANIZED
TEAMS
PEOPLE OVER PROCESSES & TOOLS

36. - DAN NORTH “SOFTWARE THAT FITS IN YOUR HEAD”
THE GOAL IS NOT TO PRODUCE
SOFTWARE. SO IT’S NOT TO BE
PRODUCTIVE BUT EFFECTIVE
THE CORE OF AGILE

37. • Actively Researching, Gathering &
Implementing Customer Feedback
• Accesible Visualization of Value Stream from
Business to Customer
• Work in Small Batches to Continuous Delivery
• Team Authority to Create and Change
Specifications without External Approval
THE CORE OF AGILE
LEAN
PRODUCTMANAGEMENT
AGILE IS GETTING LEAN

38. - NICOLE FORSGREN “ACCELERATE”
GENERATIVE CULTURE PREDICTS
SOFTWARE DELIVERY,
ORGANIZATIONAL PERFORMANCE
AND JOB SATISFACTION
THE CORE OF AGILE

39. • Focus on the Mission and Performance
• High Cooperation and Safe Environment based on
Trust
• Good Information Flow and Shared Responsibility
• Encouraged Innovation and Experimentation
• Lean Management and Continuous Delivery
Change Organizational Culture
THE CORE OF AGILE
GENERATIVE
CULTURE
THE INTANGIBLE ASSET

40. CONTINUOUS
DELIVERY
CUSTOMER
SATISFACTION
CONTINUOUS
INTEGRATION
AUTOMATED
TESTING
REFACTORING
GENERATIVE
CULTURE
MODULAR
ARCHITECTURE
VALUE
DELIVERY
LEAN PRODUCT
MANAGEMENT
ORGANIZATION
SATISFACTION
TEAM
SATISFACTION
SELF-ORGANIZED
TEAMS
TEAM
PERFORMANCE
PROCESSES
& TOOLS
LEAN
MANAGEMENT
MOTIVATION, SAFETY
& TRUST
CUSTOMER
FEEDBACK
ADAPTATION
TO CHANGE
THECOREOFAGILE

41. BY @RAFAEL_CASUSO
THANK
YOU