Talk delivered by Craig Smith at YOW! West 2015 in Perth on 26 May 2015. With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.

1. Agile Methods
Craig Smith
Minutesin

2. Welcome…

3. Let’s Go!

4. Foundations

5. Agile Manifesto--

6. Agile Manifesto--
17 signatories 2001 agilemanifesto.org
Values
Principles
Signatories

7. Scrum1

8. Scrum1
Jeff Sutherland / Ken Schwaber 1996 scrumguides.org
“A framework within which people can address complex adaptive problems, while
productively and creatively delivering products of the highest possible value.”
Process
Roles
Theory
Basis for most
iterative
processes /
methods
currently in use.
Opinion
+
-

9. Scrumbut (Scrumand)1a

10. ScrumBut (ScrumAnd)1a
Eric Gunnerson 2006 blogs.msdn.com/b/ericgu/archive/2006/10/13/scrumbut.aspx
“We're doing Scrum but...”
“We use Scrum and...”
Ken Schwaber 2008 kenschwaber.wordpress.com/2012/04/05/scrum-but-replaced-by-scrum-and/
ScrumBut vs
ScrumAnd
ScrumAnd
framework
“We use Scrum
and we are collaborating
and brainstorming within the
Scrum Team to increase
value every Sprint.”
"We're doing Scrum but..."
our sprints are 12 weeks long”
ScrumBut
ScrumAnd

11. Extreme Programming (XP)2

12. Extreme Programming (XP)
Kent Beck 1996 extremeprogramming.org
“Extreme Programming is the first popular methodology to view software development
as an exercise in coding rather than an exercise in management.”
Principles
Values
2
Process
Practices
+
-Practices have become
software engineering
good practice Opinion

13. Crystal3

14. Crystal3
Alistair Cockburn 1992 alistair.cockburn.us/crystal+methodologies
“Crystal is a family of human-powered, adaptive, ultralight, “stretch-to-fit” software
development methodologies… designed to scale by project size and criticality”
Methodology:
Size vs Criticality
Properties
+
-
Exploratory 360 degree
Early victory
Walking skeleton
Incremental
rearchitecture
Information radiators
Strategies

15. Dynamic Systems Development Method
(DSDM)4

16. Dynamic Systems Development Method
(DSDM)4
DSDM Consortium 1994 dsdm.org
“Incorporates project management disciplines… to ensure… project benefits are
clear,… proposed solution is feasible and …solid foundations in place…”
Process
Deliverables
MoSCoW Practice
Principles
+
-

17. Feature Driven Development
(FDD)5

18. Feature Driven Development
(FDD)5
Jeff De Luca 1997 featuredrivendevelopment.com/
“a recipe for simplified, enhanced and measurable project management:
patterns of play that bring success.”
Process
Parking Lot
Practice
Best
Practices
+
-

19. Adaptive Software Development
(ASD)6

20. Adaptive Software Development (ASD) /
Adaptive Leadership6
“Adaptive Software Development does not provide a set of prescriptive
rules or tasks, but a framework of concepts, practices, and guidelines”
Jim Highsmith 1992 adaptivesd.com
Lifecycle
Characteristics
Agents
Environments
Emergence
Complex Adaptive
Systems
(CAS) Theory
+
-

21. Lean

22. Lean / Lean Manufacturing / Lean
Enterprise / Toyota Production System7

23. Lean / Lean Manufacturing / Lean
Enterprise / Toyota Production System7
“Lean uses less of everything compared with mass production…
As it inevitably spreads… will change almost everything in almost every industry…”
Eli Whitney  Taichi Ono  James Womack 1850  1936  1990 lean.org
Lean Principles
Improvement Kata
8 Wastes (Muda)
+
-

24. Lean Software Development7a

25. Lean Software Development7a
“Lean uses less of everything compared with mass production…
As it inevitably spreads… will change almost everything in almost every industry…”
Mary & Tom Poppendieck 2003 poppendieck.com
7 Principles /
22 Tools
+
-

26. Deming System of
Profound Knowledge8

27. Deming System of
Profound Knowledge8
“An effective theory of management that provides a framework of thought and action
for any leader wishing to transform and create a thriving organization…”
W. Edwards Deming 1939 deming.org
Theory of
Knowledge
Knowledge of VariationSystems Thinking
14 points
for management
+
-

28. (Product Development) Flow9

29. (Product Development) Flow9
“...the dominant paradigm for managing product development is wrong.
Not just a little wrong, but wrong to its very core.”
Donald G. Reinertsen 2009 lpd2.com / leanproductflow.com
Optimum
Batch Size
High Delay Cost
Job First
Failure to correctly quantify economics
Blindness to queues
Worship of efficiency
Hostility to variability
Worship of conformance
Institutionalization of large batch sizes
Underutilization of cadence
Managing timelines instead of queues
Absence of WIP constraints
Inflexibility
Noneconomic flow control
Centralized control
12 Cardinal
Sins
175
Principles
+
-

30. Kanban
(Modern Management Methods)10

31. Kanban
(Modern Management Methods)10
“...evolutionary change model that utilizes a kanban (small k) pull system, visualization,
and other tools to catalyze the introduction of Lean ideas into technology…”
David J. Anderson 2010 djaa.com
Start with what you do now
Agree to pursue incremental,
evolutionary change
Respect the current process, roles,
responsibilities and titles
Leadership at all levels
Kanban Board
4 Principles
5 Core
Properties
+
-

32. Personal Kanban11

33. Personal Kanban11
“...provides a light, actionable, achievable framework for understanding
our work and its context.”
Jim Benson / Tonianne DeMaria Barry 2011 personalkanban.com
2 Rules of
Personal Kanban
Get your stuff ready
Establish your value stream
Establish your backlog
Establish your work in progress limit
Begin to pull
Reflect
5 Steps
+
-Throughput

34. Lean Startup12

35. Lean Startup12
“It's ultimately an answer to the question
‘How can we learn more quickly what works, and discard what doesn't?”
Eric Ries 2008 theleanstartup.com
5 Principles
Process
Popularised
+
-

36. Extensions

37. Hybrid Agile (Scrumban, Xanpan,
Nonban, Water-Scrum-Fall)13

38. Hybrid Agile (Scrumban, Xanpan,
Nonban, Water-Scrum-Fall)13
“Using one or more aspects of different methods
Xanban
Water
Scrum
Fall
Scrumban Nonban

39. ScrumPLOP
(Pattern Languages of Programs)14

40. ScrumPLOP
(Pattern Languages of Programs)14
“ScrumPLoP mission is to build a body of pattern literature around…
communities, describing… insights, so we can easily share them.”
Jeff Sutherland / Jim Coplien 2010 scrumplop.org
Pattern
Spreadsheet
Pattern
Map
+
-

41. Enterprise Transition Framework
(ETF)15

42. Enterprise Transition Framework
(ETF)15
“…focus of ETF is to allow an organization to implement continuous improvement
and to experience change in an empirically controlled way.”
Agile42 2014 agile42.com/en/agile-transition/etf/
+
-
Framework

43. Accelerated Agile16

44. Accelerated Agile16
“…Brings agile principles into the 21st century… to think differently about design,
architecture, development & testing, operations, automation & team dynamics…”
Dan North 2010 dannorth.net
3 ages of agile
Avoiding problems
Fits in my head
Micro services
Focussed effort
Release mentality is harmful
Software: asset or liability
Blink estimation
Thoughts Workshop Agenda Deliberate Discovery
+
-

45. Extreme Manufacturing
(Wikispeed)17

46. Extreme Manufacturing
(Wikispeed)17
“…Set of technical practices and management principles to go from an idea to a
product or service in the customers hands in less than 7 days.”
Joe Justice 2008 wikispeed.org
Wikispeed
Process -
+

47. Certifications
(BABOK / PMI ACP / icAgile / …)18

48. 18
PMI-ACP
IIBA BABOK
Agile
Extension
PRINCE2
Agile Best
Practice
ICAgile
Certification
Certifications
(BABOK / PMI ACP / icAgile / …)

49. Scale

50. Agile Unified Process
(AUP)19

51. Agile Unified Process
(AUP)19
“…A simplified version of the Rational Unified Process (RUP)…”
Scott Ambler 2005 ambysoft.com/unifiedprocess/agileUP.html
Lifecycle
Philosophies

52. Disciplined Agile Delivery
(DAD)19a

53. Disciplined Agile Delivery
(DAD)19a
“…People-first, learning-oriented hybrid agile approach… has a
risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.”
Scott Ambler 2012 disciplinedagiledelivery.com
Lifecycle
Scaling
Key Aspects
+
-

54. Enterprise Unified Process
(EUP)19b

55. Enterprise Unified Process
(EUP)19b
“…a full-fledged software process
…is an extension to the solution delivery methodologies such as DAD.”
Scott Ambler 1999 enterpriseunifiedprocess.com
Lifecycle
When to Adopt
+
-

56. Large Scale Scrum
(LeSS)20

57. Large Scale Scrum
(LeSS)20
“…a label to imply regular Scrum plus the set of tips we have seen work in large
multiteam, multisite and offshore agile development.”
Craig Larman / Bas Vodde 2008  2015 less.works/
+
-
LeSS
(up to 8
teams)
LeSS Huge
(up to a few
thousand
people)

58. Enterprise Scrum21

59. Enterprise Scrum21
“… provide an expanded and more detailed framework foundation of Scrum so that we
can use Scrum for business, generic or scalable purposes.”
Mike Beedle 2010 enterprisescrum.com
Model
Business Skin
Improvement Cycles
+
-

60. Scaled Agile Framework
(SaFE)22

61. Scaled Agile Framework
(SaFE)22
“…Interactive knowledge base for implementing agile practices at enterprise scale...
Highlights the individual roles, teams, activities & artifacts necessary to scale agile…”
Dean Leffingwell 2007 scaledagileframework.com
Framework
+
-

62. @Spotify / Squadification23

63. @Spotify / Squadification23
“…Scaling using tribes, squads, chapters and guilds”
Henrik Kniberg 2012 blog.crisp.se
Principles
+
-
Approach
Engineering
Culture

64. XSCALE (AgileTNG)24

65. XSCALE (AgileTNG)24
“We are uncovering better ways to deliver products and services
by improving our teams, enterprises and community.”
Peter Merel 2014 agiletng.org
+
-
Framework

66. Development
& Testing

67. DevOps25

68. DevOps25
“a response to the interdependence of software development and IT operations.”
Patrick Debois 2009 jedi.be/blog/
Lifecycle
Relationship
Process
Principles
-
+

69. Programmer Anarchy26

70. Programmer Anarchy26
“Developer driven development”
Fred George 2010 db.tt/4qFljVxU
Customer
Project
Manager
Developer
Business
Analyst
Quality
Assurance /
Test
Reduction in Roles
Agile Manifesto & XP Values
Standups Trust with co location
Story narratives
Retrospectives
Estimates
Iterations Results, not blame
Mandatory pairing
Unit tests, acceptance tests
Refactoring
Patterns Small, short lived apps
Continuous integration Continuous deployment
Missing
Agile Practices
+
-

71. Mikado Method27

72. Mikado Method27
“…a pragmatic, straightforward, and empirical method to plan and perform non-trivial
technical improvements on an existing software system.”
Ola Ellnestam / Daniel Brolund 2009 mikadomethod.wordpress.com
Analogy
Mikado Graph
+
-
Method

73. Mob Programming28

74. Mob Programming28
“All the brilliant people working at the same time, in the same space, at the same
computer, on the same thing”
Woody Zuill 2012 mobprogramming.org
Group work area
One computer for
programming, all can see
Driver/navigator
15 minute rotations
Team communication
ownership
Whole Team
Rotation
Key
Practices
Process
+
-

75. TDD / ATDD / BDD / SBE29

76. TDD / ATDD / BDD / SBE29
“Begin with the end in mind…”
Kent Beck  Dan North  Gojko Adzic 1994  2006  2011
TDD / ATDD
Process
Deriving scope from goals
Specifying collaboratively
Refining specifications
Automating tests based on examples
Validating frequently using tests
Evolve documentation system from
specifications with examples
SBE
Practices
+
-

77. Context Driven Testing30

78. Context Driven Testing30
“…Advocates testing in a way that conforms to the context of the project, as opposed
to testing in a way that follows some fixed notion of "best practice."
James Bach / Cem Kaner / Brian Marick / Bret Pettichord 2001 context-driven-testing.com
Principles
Community
+
-

79. Leadership

80. Vanguard Method31

81. Vanguard Method31
“…Means for helping service organisations change from a conventional
‘command-and-control’ design to a systems design.”
John Seddon 1985 vanguard-method.com
• Managers must know the system before changing it or making decisions within it
• Managers shouldn’t control what is said to customers, only front line staff dealing with
customers are best placed to understand context
• Generalists over specialists
• Management by numbers makes performance worse
• When managers believe they know best, they inhibit ideas
• Improvement requires understanding the true problems, not fixing the problems you think you
have
• Instead of establishing standards, ensure capability and purpose
• “Good enough” is the fast track to being mediocre. Systems thinking is the desire to be perfect
• Reports serve the hierarchy, they don’t serve constructive action
• Never use the hierarchy to find out what is going on
• Be wary of using the hierarchy to solve problems rather than connecting the two parts
• Intrinsic motivation over targets
• Management’s job is not to exert control through hierarchy with arbitrary measures,
management’s job is to achieve real control by working on the system
• 95% of a worker’s performance is attributable to the system, management’s job is to work on
the system, know the types of demand requests
• Standardisation is in effectual in variable outcome work. Economy comes from flow, not scale.
• Manage value drives cost out of the system, managing costs drives cost up
• Change requires no plan, the only plan is – get knowledge
• Economies achieved through less of a common resource are marginal compared to the
economies achieved through flow – redesign the services against the demand
• Control the organisation with arbitrary measures and in fact, you actually diminish control. Or
control the organisation with measures related to purpose, used where the work is done, and
you will achieve genuine control, and what’s more your people will innovate.
• Understanding the causes of failure demand leads to redesigning services; failure demand is
systemic, a product of the system, you can only remove it by changing the system
Principles
+
-

82. Holocracy32

83. Holocracy32
“…Radically changes how an organization is structured,
how decisions are made, and how power is distributed.”
Brian Robertson 2006 holacracy.org
Process
Circle
Structure
Holacracy
Constitution
+
-

84. Rightshifting33

85. Rightshifting33
“Improving the effectiveness of knowledge-work businesses/”
Bob Marshall 2008 flowchainsensei.wordpress.com/rightshifting/
SDLC – Various Stages
of Effectiveness
Project Management
Effectiveness
Marshall
Model
Stages
+
-

86. Beyond Budgeting34

87. Beyond Budgeting34
“…‘Budgeting’ is not used in its narrow sense of planning and control, but as a generic
term for the traditional command and control management model”
Jeremy Hope / Robin Fraser / Peter Bunce  Bjarte Bogsnes 1998 bbrt.org
Principles
Approach
+
-

88. Radical Management35

89. Radical Management35
“…A way of managing organizations that generates at the same time high productivity,
continuous innovation, deep job satisfaction and customer delight. Radical.”
Steve Denning 2010 stevedenning.com/radical-management
Commit
Target
Focus
Read Their Minds
Innovate in Stages
Evaluate
Customise
Partner with Customers
Empower
Measure
Principles
Delight The Customer
+
-

90. Stoos Network36

91. Stoos Network36
“Uncovering better ways of leading organisations”
Stoos Network 2012stoosnetwork.org
+
-
Problems

92. Management 3.037

93. Management 3.037
“…Help… grow and transform organizations into becoming great places to work.”
Jurgen Appelo 2011 management30.com
Model
Empower People
Improve Everything
+
-

94. Individuals &
Interactions

95. Drive38

96. Drive38
“…The secret to high performance… is the deeply human need to direct our own lives,
to learn and create new things, and to do better by ourselves and our world.”
Dan Pink 2009 danpink.com
Key Points
Intrinsic
Motivation
+
-

97. Theory of Constraints39

98. Theory of Constraints39
“A chain is no stronger than its weakest link.”
Eli Goldratt 1984 goldratt.com
Process of Ongoing
Improvement
Bottlenecks
Thinking Process
+
-

99. Cynefin40

100. Cynefin40
“a perspective on the evolutionary nature of complex systems,
including their inherent uncertainty.”
Dave Snowden 1999 cognitive-edge.com
Model
+
-

101. Final
Thoughts

102. Oath of Non Allegiance--

103. Oath of Non Allegiance--
Alistair Cockburn 2010 alistair.cockburn.us/oath+of+non-allegiance
I promise not to exclude from
consideration any idea based
on its source, but to consider
ideas across schools and
heritages in order to find the
ones that best suit the current
situation.
“
“

104. Craig Smith
http://www.craigsmith.id.au
craig@craigsmith.id.au
@smithcdau
Questions?