Uncovering Agile: The 4 Essential Goals

Agile Demystified The 4 Goals Amadori Courses: Agile Demystified 1

This session will examine what the 4 goals are And what the purpose of each is Introduction 2

Here are the 4 Goals again We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. https://agilemanifesto.org/ Amadori Course 3

However before we look at each of the goals in detail let s spend a few moments looking at the comments which precede and follow them However . 4

We are uncovering better ways of developing software by doing it and helping others do it. The Introduction . Through this work we have come to value: 5

What does this tell us . This is an approach developed and refined in the real world It s not just an abstract academic theory 6

If only 3 Goals were needed the 4th Goal would not have been added If a 5th Goal were required we would see it written down If different Goals are needed to make agile work we would see these different Goals in the Manifesto Therefore . 7

These are the 4 Goals which HAVE BEEN PROVEN IN PRACTICE to be all you need to implement a fully Agile process Therefore . 8

That is, while there is value in the items on the right, we value the items on the left more. The Conclusion . 9

That items on the left are good and items on the right are bad . Both are required but in cases where they are in conflict you try and give more weight to those on the left The reasons for this will become clear in the slides which follows What is not saying . 10

Individuals and interactions over processes and tools Goal 1 11

IS NOT saying 1. That you should have NO process 2. That processes does not matter 3. That Tools do not matter Goal 1 12

It simply states that generally speaking The individuals closest to the problem are best placed to determine how to resolve it that attempting to enforce processes or tools from on-high generally leads to sub-optimal results Goal 1 13

Put another way Organisations should not do things just because the process says so Or work in suboptimal ways to fit in with the ways their existing tools expect Goal 1 14

Instead those working on the issues should be allowed to decide amongst themselves when to stick with the existing process or tool and when to try something new And if the new process doesn t work then they should decide either to go back to the old way of doing things or try something else . Goal 1 15

Working software over comprehensive documentation Goal 2 16

This Goal is NOT saying that organisations should stop producing documentation Goal 2 17

It is arguing instead that documentation is of value only in so far as it supports the delivery and use of quality software And not a goal in itself Goal 2 18

Goal 3 Customer collaboration over contract negotiation 19

Is not saying that the vendor should give the customer exactly what they ask for no matter how unreasonable Goal 3 20

It simply suggests that working together towards a common produces better results than assuming the worst and treating the other party as a potential adversary the whole time goal usually Goal 3 21

Goal 4 Responding to change over following a plan 22

Is not suggesting that there is no need to plan Or that every single change suggested must be implemented Goal 4 23

It is simply pointing out that there is little value in continuing to follow a plan if that plan no longer properly addresses the situation you find yourself in Goal 4 24

When the facts change, I change my opinion. What do you do Sir? John Maynard Keynes Amadori Course 25

Everyone has a plan until they get punched in the mouth Mike Tyson Amadori Course 26

Here are the 4 Goals again We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. https://agilemanifesto.org/ Amadori Course 27

A word I am mentioning for the first time but which we will return to again and again over the next few days Trust Hopefully you will see that what lies behind all 4 Goals is the notion of trust 28

The Agile Methodology places great trust in the individuals within an organisation Trust It seeks to create an environment in which they are given the space , support and resources to consistently deliver software of high quality 29

Therefore for the Agile process to be successful you need 2 things 1. The right people doing the job 2. An environment in which these people are empowered to make the right decisions and consistently deliver quality software Trust 30

Where many organisations go wrong when attempting to become Agile is that 1. they hire the right people BUT 2. they don t allow them the space and freedom they need to implement the Agile Methodology properly Trust 31

This is an issue we will return to again and again when we look at the detail of the 12 Goals And why it is generally the case that Agile can only be introduced successfully if the entire organisation is onboard from top to bottom Trust 32

Because giving your staff the freedom to implement Agile fully Means devolving control And is often completely alien to the way that senior managers have worked their entire working lives Trust 33

What do all 4 Goals have in common 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan Trust your staff to do the right thing Don t Interfere Amadori Course 34

If you cant do that then Agile is NOT going to work for YOU Conclusion 35

1. If possible, list examples where failure to follow one of the 4 Goals led to problems on a project with which you have been involved. 2. Which of the 4 Goals do you think would be hardest to implement in your organisation? And Why? Exercise 36