Agile Values, French Values and Your Company

© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev

File 1

Beyond Scrum


Get Started!

•  Stand up!

•  Speak with three people from outside your region. Discuss:

•  What characteristics define French people? •  How are people from your region different from their neighbors? •  What aspects of Scrum and Agile seem strange or alien to you? •  What problems do you have/foresee doing Scrum & Agile?


I help my customers thrive in the 21st century

@peterstev peter@sierra-‐charlie.com

scrum-‐breakfast.com


Scrum doesn’t work <here>!

or will it?


•  What are values? •  What are French Values?

•  What are Agile Values and Principles •  Applying the Agile Manifesto to other parts of the

company


What are values?


Values are a guide to making decisions

Because we believe in

<some value> [over <some-other-value>]

we will take

<some course of action>


Examples

•  Because our company believes in maximizing share holder value, we will fire rather than retrain employees

•  Because we value cost-efficiency over customer delight, we do not respond generously to customer complaints.

•  Because I believe in transparency, I will tell the whole truth about the state of my tasks

•  Because I believe in focus, I will only work on one story at a time


What does it mean to be French?


What does it mean to be French?

•  As a Frenchman/Frenchwoman, •  Because I believe in _____, •  I would do _____ •  instead of ______

•  Work in pairs

•  Create 3 to 5 examples on post its and put on the board

•  We will share examples


What are

Agile and Scrum values?


We are looking for better ways to develop software…


Less important != unimportant

People and Interactions Tools and Processes

Working Software Extensive Documentation

Working with the Customer Contract Negotiations

Reacting to Change Following a plan

Important

More Important

The Agile Manifesto


Inspect and Adapt Everything is Time-Boxed

The Team Solves the Whole Problem

Key Elements of Scrum Limit Complexity


Earning Value

Scrum creates opportunities to inspect and adapt

max 30 Days

Done

PotenIally Shippable Product RetrospecIve

Review

Planning 1

Daily Scrum Prod

uct B

acklog

Planning 2


Applying Agile Values in Your Context


Values provide guidance





“We are looking for beOer ways to develop soPware…”

Important More Important









later









even later

later


Step 1 – Agree to get better



Step 1 – Agree to get better


Hint: get permission to improve get permission to change every week


Step 2 – Identify your customer visible value

What is the customer visible value of the HR Department?

“We are looking for beOer ways to create customer visible value …”


Want context do you want to make more agile?

•  Pick a department or function •  What is its primary customer visible value?


Step 3 – make small changes to the Agile Manifesto to match your context








Step 3 – make small changes to the Agile Manifesto to match your context


Customer Visible Value Extensive Documentation






Create your XXX manifesto!

•  We are looking for better ways to do…


We are looking for better ways to manage a company…


We are looking for better ways to manage a company…

Agile Enterprise Management

guiding organizaIons

great organizaIons


Step 4 – Do the same for the Agile Principles

1.  Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3.  Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4.  Business people and developers must work together daily throughout the project.

5.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6.  The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7.  Working software is the primary measure of progress.

8.  Agile processes promote sustainable development.

9.  The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

10.  Continuous attention to technical excellence and good design enhances agility.

11.  Simplicity--the art of maximizing the amount of work not done--is essential.

12.  The best architectures, requirements, and designs emerge from self-organizing teams.

13.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


Step 4 – Create your Agile Principles

1.  Our highest priority is to satisfy the customer through early and continuous delivery of customer visible value.

2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3.  Deliver customer visible value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4.  Business people and our staff must work together daily throughout the project.

5.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6.  The most efficient and effective method of conveying information is face-to-face conversation.

7.  Delivered customer visible value is the primary measure of progress.

8.  Agile processes promote sustainable delivery of customer visible value .

9.  The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

10.  Continuous attention to technical excellence and good design enhances agility.

11.  Simplicity--the art of maximizing the amount of work not done--is essential.

12.  The best architectures, requirements, and designs emerge from self-organizing teams.

13.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


Step 5 – Evaluate Decisions, Policies and Practices in light of these values

•  What was the decision? •  What did it value? •  If you had valued

something on the leP more, how would you have decided?

•  What impact would that have had for your company, staff or customers?

•  Adjust your values appropriately!


Customer Visible Value Extensive Documentation






Identify recent decisions or policies that may be in conflict with your Agile Manifesto

•  What was the decision? •  What did it value? •  If you had valued something on the left more, how would

you have decided? •  What impact would that have had for your company, staff

or customers?


Step 6 – Identify improvement potential based on your Agile Principles


Identify improvement potential

Go through your Agile Principles, and identify concrete improvement potential that you might apply next week. Write each idea on a post-it, identified by the principle implements.


Consolidate and Prioritizes

You now have a product backlog


“Done”

Now is the time to consider using

Scrum to manage the change process

Technology

Agile Values, French Values and Your Company