A new revolutionary Agile Manifesto Value Not Code
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The document discusses key principles of agile methodologies, emphasizing a stakeholder focus rather than merely delivering working code. It presents ten guiding principles to enhance project results by aligning with stakeholder values and quantifying performance, stressing the importance of communication, feedback, and courage in adapting to change. The document advocates for a systems engineering approach, integrating various disciplines to effectively meet project goals.
A new revolutionary Agile Manifesto Value Not Code
- 1. A Real Revolu*onary Agile Manifesto Value to Stakeholders – Not working code to customers Tom@Gilb.com www.Gilb.com (slides will be here) hEp://www.gilb.com/*ki-‐download_file.php?fileId=389 For ACCU Lightening Talk Friday 16 April 2010 1800-‐ 5 minutes max Paper: To appear agilerecord.com Summer 2010. hEp://homepage.mac.com/tomgilb/filechute/Agile%20Principles%20and %20Values%20for%20Agile%20Record%202010%20Gilb.doc
- 2. So, what are Agile methods missing? • Stakeholder Focus – Real projects have dozens of stakeholders • Not just a customer in the next room • Results Focus – It is not about wri*ng code, it is about delivering value to stakeholders – It is not about programming, it is about making systems work for real people • Systems Focus – It is not about coding -‐ again – It is about reuse, data, hardware, training, mo*va*on, sub-‐contrac*ng, Outsourcing, help lines, user documenta*on, user interfaces, security – So, a systems engineering scope is necessary to deliver results. – Systems Engineering needs quan*fied performance and quality objec*ves • To synchronize all necessary disciplines so that they deliver the results. April 20, 2010 Tom@Gilb.com www.gilb.com 2
- 3. Gilb’s Ten Key Agile Principles to avoid bureaucracy and give creative freedom" 1. Control projects by quan4fied cri4cal-‐few results. 1 Page total ! (not stories, func4ons, features, use cases, objects, ..) 2. Make sure those results are business results, not technical Align your project with your financial sponsor’s interests! 5. Give developers freedom, to find out how to deliver those results 6. Es4mate the impacts of your designs, on your quan4fied goals 7. Select designs with the best impacts for their costs, do them first. 8. Decompose the workflow, into weekly (or 2% of budget) 4me boxes 9. Change designs, based on quan4fied experience of implementa4on 10. Change requirements, based in quan4fied experience, new inputs 11. Involve the stakeholders, every week, in seWng quan4fied goals 12. Involve the stakeholders, every week, in actually using increments Copyright 2004-‐8 Gilb, may be used ci*ng source April 20, 2010 Tom@Gilb.com www.gilb.com 3
- 4. My 10 Agile Values? • Simplicity – 1. Focus on real stakeholder values • Communica4on – 2. Communicate stakeholder values quan4ta4vely – 3. Es4mate expected results and costs for weekly steps • Feedback – 4. Generate results, weekly, for stakeholders, in their environment – 5. Measure all cri4cal aspects of the improved results cycle. – 6. Analyze devia4on from your ini4al es4mates • Courage – 7. Change plans to reflect weekly learning – 8. Immediately implement valued stakeholder needs, next week • Don’t wait, don’t study (analysis paralysis), don’t make excuses. • Just Do It! – 9. Tell stakeholders exactly what you will deliver next week – 10. Use any design, strategy, method, process that works quan4ta4vely well -‐ to get your results • Be a systems engineer, not a just programmer (a ‘So`cra`er’). • Do not be limited by your cra` background, in serving your paymasters Copyright 2004-‐8 Gilb, may be used ci*ng source April 20, 2010 Tom@Gilb.com www.gilb.com 4