This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.

1. Agile Mindset
Abdelrahman Elsheikh Seedahmed
M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,EVM,
CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL,
ISO20000, ISO27002

2. Abdelrahman Elsheikh Bio
 14 experience as Strategic PMO Director, Strategy Execution Consultant,
PMO Consultant, Project Manager, Business Analyst and Software
Engineer.
• Master Degree in Software Engineering.
• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.

3. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

4. The Agile Manifesto
• The Agile Manifesto came as the result of a meeting in February
2001 that brought together a number of software and methodology
experts, who then defined the Agile Manifesto Values and Agile
Principles.

5. The Agile Manifesto

6. The Agile Manifesto

7. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles Behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

8. The Agile Manifesto Statement of Values

11. Individuals and interactions over processes and tools
• The message here is that while processes and tools will likely be
necessary on our projects, we should try to focus the team’s
attention on the individuals and interactions involved.
• This is because projects are undertaken by people, not tools, and
problems get solved by people, not processes.

12. Individuals and interactions over processes and tools
• Likewise, projects are accepted by people, scope is debated by
people, and the definition o f a successfully “done” project is
negotiated by people.
• Focusing early on developing the individuals involved in the project
and emphasizing productive and effective interactions help set up a
project for success.

13. Working software over comprehensive documentation
• This value speaks to the need to deliver.
• Software projects are typically initiated with the goal of creating
valuable, high-quality software, yet they often get caught up on
interim deliverables such as extensive documentation that does not
support the ultimate goal of working software.

14. Working software over comprehensive documentation
• Software without documentation is certainly problematic and
hampers support and maintenance.
• But comprehensive documentation without software is next to
valueless to most organizations.

15. Customer collaboration over contract negotiation
• This value reminds us to be flexible and accommodating, rather than
fixed and uncooperative.

16. Customer collaboration over contract negotiation
• We could build the product exactly as originally specified, but if the
customer changes their mind or priority, it would be better to be
flexible and work toward the new goal, as opposed to the goal that
was originally stated.
• software is intangible and difficult to reference, companies rarely
build the same systems twice, business needs change quickly, and
technology changes rapidly.

17. Customer collaboration over contract negotiation
Rather than beat up the client with a change management process that
is really more of a change suppression process, we should recognize at
the start that things are going to change, and we should work with the
customer throughout the project toward a shared definition of “done.”

18. Customer collaboration over contract negotiation
This requires a more trusting relationship and more flexible contract
models than we often see on projects, but it again moves the emphasis
from nonvalue-adding activities (like arguing about scope) to
productive work.

19. Responding to change over following a plan
Instead of investing effort in trying to bring the project back in
line with the original plan, we should spend more of our effort
and energy responding to the inevitable changes on the project.

20. Responding to change over following a plan
But this doesn’t mean the Agile Manifesto is suggesting we abandon
planning and just react to changes.

21. Responding to change over following a plan
We still need to plan but we also need to acknowledge that the initial
plans were made when we knew least about the project (at the
beginning), and as the work progresses, we will need to update the
plan.

22. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

23. Principles behind the Agile Manifesto
In addition to the four agile values, the authors of the Manifesto
created twelve guiding principles for agile methods. These are :

29. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

30. The Declaration of Interdependence (DOI)
• In 2005, the cofounders of the Agile Project Leadership
Network (APLN), now known as the Agile Leadership
Network (ALN), created the Declaration of Interdependence
for agile project management.
• The Declaration of Interdependence (DOl) focuses on the
project management side of agile projects.

31. The Declaration of Interdependence (DOI)
• The reason for this declaration because we want to see
what management principles might be required in order
to achieve an Agile Mindset in product and project
management.

32. The Declaration of Interdependence (DOI)
• The title "Declaration of Interdependence" has multiple
meanings.
• It means that project team members are part of an
interdependent whole and not a group of unconnected
individuals.

33. The Declaration of Interdependence (DOI)
• It means that project teams, their customers, and their
stakeholders are also interdependent.
• Project teams who do not recognize this
interdependence will rarely be successful.

34. The Declaration of Interdependence (DOI)

36. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

37. Agile Mindset VS Traditional Mindset

38. Agile Mindset VS Traditional Mindset

39. Agile Mindset VS Traditional Mindset

40. Agenda
• The Agile Manifesto.
• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.

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