The agile reading glasses: foundation principles and history being agile approaches

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
The Agile Reading Glasses
4 fundamental blocks of knowledge you need to have before successfully be able
to understand agile

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com
@tumma72
@agile42/coaches

Pull principle
Iterative&
Incremental
Empirical Process Control
Lean Thinking
Agile Reading Glasses

Empirical Process control
Agile is based on empirical control, through transparency, inspection and
adaptation the best processes are emerging while doing, and only retrospectively it
is possible to recognize successful adaptation from non successful ones

Deﬁned Process Control
The time required to complete a
repeatable action is a valid proxy
to predict time to complete

Statistical Process
Control
Based on analysis of historical
data, and repeatable patterns

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
68!
10s 20s5s 15s
20 38 52
80? 76? 69?

Empirical Process
Control
Every step performed while creating a
new product is unique, only outcome
can be trusted

Deﬁned Control
Repeatable Mechanical Activities
Statistical Control
Moderate Uncertainty and Variations
Empirical Control
High Uncertainty and Variations
€
€€
€€€

Pull Principle
Agile approaches are based on pull principle which allows self-organizing teams to
pull in work and knowledge as needed in order to deliver valuable quality software

Push
Pull
Individual
Team
Compliance
Collaboration Com
petition
Focusonvalue

Lean Thinking
Lean Thinking inspired process improvement through constant observation of the
unevenness in a ﬂow, resources or people overburdening and elimination of
wasteful activities

Sakichi Toyoda
(1867-1930)
• Founder of the Toyota Automatic
Loom Works, ltd.
• Inventor of the manual and
machine-powered looms
• Initiator of the Lean Thinking
• For-runner of the Toyota
Production System, by deﬁning
the Jidoka: “Autonomation”

Overburden
(無理:muri)
do not overload your
People

Unnecessary
Variations
(斑: mura) keep the Flow
Even

Wasteful
Activities
(無駄: muda)
remove non value adding
Activities

Iterative & Incremental
Delivering a product in subsequent iterative releases, not only improves the explicit
quality of it, it also allows everybody involved in its development as well as every
stakeholder, to learn better what is really needed to support a business vision

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
I need to move from A to B faster, and avoid
traffic…

I am not that good at stating in equilibrium I
need something more stable…

I am stable now, but not fast as I would
like to be, can we go faster?

I figure I am pretty tired in the evening, and
though I like sport, I still need to be faster

Inspect the outcome and
learn to validate your
assumptions & hypothesis
What is this?

Agile Values & Principles
Agile Values & Principles are supporting teams developing
the right attitude to enable continuos and regular value
delivering to the client, while continuously improving

Individuals & interactions
Working software
Customer collaboration
Responding to change
Processes & tools
Comprehensive documentation
Contract negotiation
Following a plan
o
v
e
r
We recognize
the value here...We value
this more….

Self-Organization
Teams are organizing and managing themselves, as they
are taking responsibility to deliver value and maximize their
effectiveness and efﬁciency

self-
organized
managed

...all on the same boat...all on the same boat

Focus
Deliver value, one step at a time by stopping starting new
things, and focusing on ﬁnishing already started things

Focus: Getting things done, one at a time...

1. Agile is more about being
different than doing different
things… it is a mindset and
culture change

2. Being aware of the
complexity of the
environment in which the
work is done, increases the
likelihood to chose the right
system of control

3. Being agile shouldn't be a
goal in itself, but the way to
achieve greater customer
satisfaction, by leverage
learning in the process

4. Agile requires discipline,
perseverance and continuous
inspection and adaptations:
that is while being simple… it
ain’t easy!

Thank
You!

More food for thought...
http://slideshare.net/tumma72

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