Agile is Dead :: Agile Connect Lisbon 2018
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This document discusses how Agile has become outdated and ineffective in many organizations. It argues that while Agile and Scrum were created with good intentions, most companies have lost sight of the original purpose and focus too much on processes rather than outcomes. As a result, developers, customers, and stakeholders are often unhappy. The document suggests companies need to refocus on principles like individuals, interactions, and responding to change rather than rigidly following practices. It questions common Agile practices like overreliance on tools, certifications, and the belief that Scrum alone is enough. The goal of Agile should be happy customers and developers, not self-promotion or following trends. Companies need to experiment more and apply Agile principles rather
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97% of adoption?](https://image.slidesharecdn.com/agileisdeadv3-180607075347/85/Agile-is-Dead-Agile-Connect-Lisbon-2018-23-320.jpg)
![What are we measuring anyway? [We are improving! ]
8º
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Agile is Dead :: Agile Connect Lisbon 2018
- 1. Agile is Dead by Pedro Gustavo Torres Lisbon 2018
- 2. Engineering Director @ Agilist since 2010 Disclaimer: Opinions expressed are solely my own and do not express the views or opinions of my employer Pedro Gustavo Torres
- 6. Agile and Scrum were “invented” a long time ago
- 7. Agile and Scrum were “invented” a long time ago
- 8. Agile and Scrum were “invented” a long time ago 2001 Boavista won the Primeira Liga for the first time The Agile movement started (with the Manifesto) 1995 Tó Cruz finished in the 21st position in the Eurovision Song Contest with the song “Baunilha e Chocolate Scrum was invented by Ken Schwaber and Jeff Sutherland
- 9. People talk about it like if it was something new But it is not!
- 10. So what is Agile? “Ability to deliver early value to your customers”
- 11. So what is Agile? “Ability to deliver early value to your customers”
- 12. And Scrum? Scrum is a framework based on empiricism: inspection, adaption and transparency Backlog
- 13. How does this fits together? Agile Onion
- 14. How does this fits together? JIRA, Daily Standups... Agile Onion
- 15. How does this fits together? JIRA, Daily Standups... Scrum, XP... Agile Onion
- 16. How does this fits together? Scrum, XP... Behaviour JIRA, Daily Standups... Agile Onion
- 17. How does this fits together? Scrum, XP... Agility Behaviour JIRA, Daily Standups... Agile Onion
- 18. A picture is worth one thousand words... Tools & Processes, Practices Principles, Values, Mindset
- 20. Beware of the Cargo Cult
- 21. Beware of the Cargo Cult
- 22. What is the current adoption of Agile? 97% of adoption?
- 23. What is the current adoption of Agile? [Increased? ] 97% of adoption?
- 24. I find it hard to believe
- 25. Or you are lucky enough to born Agile…
- 26. …and this looks like your workplace
- 27. Or you’ll need to go through an Agile transformation...
- 28. …and this looks like your workplace…
- 29. …usually just to be able to say: “We’re Agile!”
- 30. Typical Agile opposing force… CEO Manager Manager Manager Dev Dev Dev Dev Dev
- 31. Typical Agile opposing force… CEO Manager Manager Manager Dev Dev Dev Dev Dev
- 32. …Managers!
- 33. Just because they are afraid off losing power!
- 34. Just because they are afraid off losing power! Power Agile is
- 35. Questionable Agile Bad Agile Crappy Agile frAgile Dark Scrum
- 36. Let’s look again to the manifesto Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan
- 37. Let’s look again to the manifesto Left Side Agile Right Side Agile Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan
- 38. Let’s look again to the manifesto Left Good Side Agile Right Bad Side Agile Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan Bad Agile Crappy Agile frAgile Dark Scrum
- 39. Right Bad Side Agile Does your company have a QA team?
- 40. Right Bad Side Agile Do your sprint burndowns look like this?
- 41. Right Bad Side Agile Do your release burndowns look like this?
- 42. Right Bad Side Agile Does your company ignores XP practices (e.g. Pair Programming)? You don’t have CI / CD pipelines? How long does it take to put in production one single line of code through your normal development life cycle?
- 43. Right Bad Side Agile Are you a JIRA slave? - Daily Standups without a physical whiteboard - Daily Standups in front of a TV - Retrospectives in front of your laptop so that you can write the confluence page
- 44. Right Bad Side Agile Do you have dependencies between teams in order to get stuff delivered?
- 45. Right Bad Side Agile Your teams don’t have Autonomy? Mastery? Purpose?
- 46. Right Bad Side Agile Your teams don’t have Autonomy? Mastery? Purpose? Intrinsic Motivation
- 47. Right Bad Side Agile Are you afraid of having your velocity dropped? Or afraid of not having 100% sprint completeness (story points delivered vs committed)? Do you have managers asking to close untested user stories just because the burndown graphs need to “look good”.
- 48. Right Bad Side Agile Are you afraid of having your velocity dropped? Or afraid of not having 100% sprint completeness (story points delivered vs committed)? Do you have managers asking to close untested user stories just because the burndown graphs need to “look good”. 1. Psychological safety The five keys to a successful Google team
- 49. Right Bad Side Agile You don’t know the velocity/capacity of your teams? Is it per person or per team?
- 50. Right Bad Side Agile How many of you still estimate in time (e.g. days, hours)? Or have points directly translated into time (e.g. 1 point equals to 1 day)? Do you know if points means time, complexity or effort? Have you ever heard of the #NoEstimates movement?
- 51. Right Bad Side Agile Your teams aren’t doing DevOps? - making their own releases? - supporting their applications in live? - doing on-call?
- 52. Right Bad Side Agile Are your performance reviews only at the individual level?
- 53. Right Bad Side Agile Do you manage the resources instead of the flow?
- 54. Right Bad Side Agile Are you just being Agile in Software Engineering? What about the rest of the company? Where is the learning fast and improve? How long do you need to wait to get customer's feedback? If you get any at all…
- 55. Right Bad Side Agile Agile experts/gurus/coaches saying: - "It depends” - “I’m not here to give you answers” - "Agile is something that you feel" - “Fail fast, fail cheap” - “Celebrate failure” - “We are Agile… we don’t have deadlines”
- 56. No wonder some folks announced Agile’s “death” Agile is Dead… Long live continuous delivery Agile is Dead… Long live code reviews
- 57. No wonder some folks announced Agile’s “death” Agile is Dead… Long live continuous delivery Agile is Dead… Long live code reviews But they don’t make any sense
- 58. eXtreme Programming “belongs” to Agile
- 59. But we also saw some legit “deaths” Agile is Dead… Long live Lean Agile is Dead… Long live Waterfall
- 60. So why is Agile Dead?
- 61. We completely missed the purpose People usually mistake Agile with SCRUM Scrum: - Scrum is just a practice (e.g. Sprints, Retrospectives)... While Agile is a mindset The majority is just focusing on the Process and not on the Output and the Outcome We are missing the “Whys”
- 62. We completely missed the purpose Developers aren't happy Customers aren’t happy Product aren’t happy Stakeholders aren’t happy We struggle to deliver value to our customers No execs/c-levels understands the metrics usually provided
- 63. We completely missed the purpose Developers aren't happy Customers aren’t happy Product aren’t happy Stakeholders aren’t happy We struggle to deliver value to our customers No execs/c-levels understands the metrics usually provided Remember: We are uncovering better ways of developing software...
- 64. What are we measuring anyway?
- 65. What are we measuring anyway? 8º 12º
- 66. What are we measuring anyway? [We are improving! ] 8º 12º 1º 2º
- 67. How many changes have you seen lately On your processes? On your practice? On your values and principles? On your mindset?
- 68. Which makes me wonder Why are most of the companies so rigid with their Agile practices? Where is the agility? Or are we agile regarding everything except Agile itself?
- 69. Popcorn Time Flow for Experimentation Claudio Perrone
- 70. Do you believe Scrum is enough?
- 71. Do you believe Scrum is enough?
- 72. Do you believe Scrum is enough?
- 73. Do you believe Scrum is enough? Agile
- 74. Do you believe Scrum is enough? Scrum Agile
- 75. At the end of the day Who cares if we are doing sprints... If we don't get anything done? Don’t forget that the purpose is to deliver software… not to do Scrum, sprints or to blindly follow a process
- 76. What about certifications? Who here holds a CSD/CSM/CSPO Scrum Alliance’s certification? It just means that you or your company had around €1000 to pay for a two or three days training Even the lowest-cost Scrum Alliance course brings its instructor from $3000 to $5000, which is a pretty decent pay for two or three days’ work Controversy in the community
- 77. What about scaling? Frameworks like silver bullets Controversy in the community
- 78. Agnostic Agile? The need to create more manifestos Controversy in the community
- 79. McKinsey, Deloitte, Accenture, Gartner, HBR? Agile is becoming a business... And “No-one ever got fired for choosing IBM"… Controversy in the community
- 80. How many Agile “experts”? Agile Coaches on my LinkedIn > 21,050 results Scrum Masters on my LinkedIn > 919,508 results Controversy in the community
- 81. So what is NOT the goal of Agile? - Self promotion - Fat bank accounts - Bullshit - Micromanagement - Dogma - Religion - Silver Bullet - Fad - Trend - ...
- 82. So what is the goal of Agile? To have Happy: - Customers - Developers - Stakeholders - Executives - C-Levels - ...
- 83. Let’s go back to the beginning…
- 84. …look to RFC 761 Transmission Control Protocol… (…)
- 85. …look to RFC 761 Transmission Control Protocol… (…)
- 86. …and apply it to “Individuals and interactions”
- 87. Thank you! AGILE