Agile Manifesto
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Presentation given at Ignite Web (Melbourne) in April 09 about the Manifesto for Agile Software Development.
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Agile Manifesto
- 1. Agile Manifesto what? changingplan.com
- 2. Agile Manifesto who? changingplan.com
- 3. 4 values & 12 principles changingplan.com
- 4. Scrum XP FDD Pragmatic changingplan.com
- 5. great stuff good stuff changingplan.com
- 6. individuals & interactions processes & tools changingplan.com
- 7. processes & tools changingplan.com
- 8. individuals & interactions changingplan.com
- 9. working software comprehensi ve changingplan.com
- 10. omprehensiv e ocumentatio n changingplan.com
- 11. working software changingplan.com
- 12. responding to change following a plan changingplan.com
- 13. following a plan changingplan.com
- 14. responding to change changingplan.com
- 15. customer collaboration contract negotiation changingplan.com
- 16. contract negotiation changingplan.com
- 17. customer collaboratio n changingplan.com
- 18. 12 principles changingplan.com
- 19. agilemanifesto.org changingplan.com
- 20. changingplan.com Thanks: Agile Software Development Manifesto http://www.colourlovers.com/palette/725464/real_life changingplan.com
Notas del editor
- “Manifesto for Agile Software Development” better way of building software
- 17 middle aged white guys 1. Martin Fowler (Chief Scientist TW) * Kent Beck (JUnit, TDD, XP) * Alistair Cockburn * Ward Cunningham (invented Wiki) * Andrew Hunt * Dave Thomas (PragProg) * Robert C. Martin 2. Mike Beedle * Arie van Bennekum * James Grenning * Jim Highsmith * Ron Jeffries * Jon Kern * Brian Marick * Steve Mellor (UML, IEEE Software mag) * Ken Schwaber * Jeff Sutherland
- * I’m talking about the principles principles - big hitters
- while there is value in the items on the bottom, we value the items on the top more something funny!
- story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups
- * you need both processes and tools. they help. but dont be a slave. story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups
- * let good people do what you hired them to do. make a decision! story: - dev and testing in two groups - process build and test - blame as people used the process to identify ‘issues’ - things went bad and added more process - two groups brought closer together and removed barriers - one team - emphathy - horizontal groups good: lean & adaptive processes and tools - like svn, git, simple pm, simple forecasting - back off MBAs!
- story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system
- * agile does _NOT_ say ‘no doc’, Lean says ‘just enough’ doc story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system
- * agile does _NOT_ say ‘no doc’, Lean says ‘just enough’ doc story: At a startup where they wrote a word doc for every page - know what is in the system - just use the system you need some doc - it is a form of comms, but don’t do it at the expense of face-to-face.
- Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
- Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
- Talk about last massive project * kept squeezing each task into smaller and smaller timeframe * scheduled to work at 12 midnight and 4am * gung-ho attitude of push it through so you don’t look like a ‘failure’ * had to change the plan when we ran late. Edward Yourdon - Death March * budget, timeline, morale is blown and you keep on going only helps contracting companies - not client, not employees, not contractors
- Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
- Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
- Hardest point * most contracts define deliverables and in an agile project these change * get the lawyers in last grant the vendor a financial incentive if the project objectives are achieved -- and a penalty if they aren't - these goals are business objectives rather than technical objectives * just enough formality to make agreements safe for both sides http://www.cutter.com/content-and-analysis/resource-centers/agile-project-management/sample-our-research/apmu0617.html
- * 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. * Business people and developers must work together daily throughout the project. **teaser! Find out more
- - hopefully nothing to crazy in there. - this is what agile is supposed to be about - ignore the cowboys and learn for yourself!
- Tool that captures these values Alpha Need interested people to help make something great