We all do it. In fact, I've done it already in this talk description. I've amended to title of the "Manifesto for Agile Software Development" to just "Agile Manifesto," and I suspect most of the you attending AgileDC 2019 have done this as well. In this talk I will argue that this truncation of the title of the Manifesto is more than an abbreviation of convenience, it is a sign that how we use the Manifesto in practice has moved beyond what was stated in the foundational document. For many folks Agile has significant importance and impact beyond software development. Just as our nation's Constitution has been amended over the years, I will propose amendments to the Manifesto in this talk.

 
 

Outline/Structure of the Lightning Talk

The talk will be structured in a series of vignettes. In each one I'll describe an Agile context I have experienced, how that context was out of sync with the Agile Manifesto, followed by a proposal for how to change the Manifesto. These include:

* What does the Manifesto mean for application to non-software contexts? It is actually titled "Manifesto for Agile Software Development" and is infused with software references throughout?

* What does the Manifesto mean for distributed organizations? Remote collaboration technology has changed substantially since 2001

* Should the Manifesto say something about forecasting? It discusses "changing" and "late" but does not provide language about how to talk about the future

I plan to open the talk with a couple references for inspiration, and acknowledgement that I am not the only one who has had the idea that we should consider amending the Manifesto. I'll wrap up the talk with a few thoughts on what it means to amend the Manifesto.

Learning Outcome

My hope is to change the conversation around the Agile Manifesto in order to recognize how our field has advanced in the nearly 20 years since it was drafted, so that we can better adapt and communicate Agile principles to common modern contexts.

Target Audience

Agile Practitioners

Prerequisites for Attendees

Attendees should be familiar with the Agile Manifesto, and ideally have experience applying it in different kinds of contexts.

schedule Submitted 1 month ago

Public Feedback

comment Suggest improvements to the Speaker

  • Liked Jeff Dalton
    keyboard_arrow_down

    Jeff Dalton - Big Agile is Coming: Will Technology Leaders Blow it?

    Jeff Dalton
    Jeff Dalton
    Chief Evangelist
    Agile CxO
    schedule 1 month ago
    Sold Out!
    45 Mins
    Keynote
    Executive

    2019 will be the year of Big Agile, where large adopters like General Motors, the Department of Defense, the State of Michigan, Lockheed Martin, and others, who have combined IT budgets exceeding 100 Billion dollars, have all announced their desire to “go agile” at a scale not yet seen in our community. Are technology leaders who cut their teeth in a low-trust, command-and-control, high-documentation environment prepared to make a successful transformation? What will Big Agile look like, and how will it affect the rest of the community?

    This will be our industry’s biggest challenge, and I've been studying it for years. As the large adopters in the federal government and corporate sector begin to adopt agile, they’ll bring their habits, culture, and bureaucracies with them, and they need to get in front of the wave.

  • Liked Thomas Stiehm
    keyboard_arrow_down

    Thomas Stiehm - Shifting Security Left - The Innovation of DevSecOps

    Thomas Stiehm
    Thomas Stiehm
    CTO
    Coveros, Inc.
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    DevSecOps uses application security practices that have been around for a while. The innovation of DevSecOps is incorporating security into the daily workflow of the team rather than leaving them to the end of a release like many legacy processes do. Shifting security left is made possible by the ability to automate many aspects of security testing and verification. DevSecOps leverages DevOps practices to make application security a first-class citizen in the practices of modern software product development. DevSecOps starts with a culture change mindset of cross-functional teams creating software through collaboration and fast feedback cycles.

    The security in DevSecOps starts before the code is written by using techniques like threat modeling and risk analysis to help figure out who might want to attack you and how they might do that. This often ignored security practice can be enabled by following the DevSecOps practices of having a cross-functional team involved in the process from the beginning, including security professionals.

    Next, DevSecOps maps application security practices into the build pipeline for a project in order to provide quick feedback about the security posture for any change made to the software. By using automation to allow the team to move quickly while maintaining confidence in the health of the code base, DevSecOps extends that health check to include application security checks. While automation can be used to make security data collection easier it is important to understand what security practices still require a human being.

    This talk focuses on how, when, and where practices should be incorporated into a build pipeline to get the most value out of your security practices through automation. It explores what manual security work still needs to be done by a person and how to maximize value while minimizing the effort of human beings.

  • Liked David W Kane
    keyboard_arrow_down

    David W Kane - Hang Out with the DevOps Folks!

    10 Mins
    Lightning Talk
    Intermediate

    One of the things I like about AgileDC is that I see a lot of familiar faces. Not just familiar from previous AgileDC events, but from other Agile events in town, other conferences, Meetups and such. I also go to local DevOps events, and I see familiar faces there too, but I don't observe much overlap between the two. In this talk I will discuss whether this division is real, or perhaps just a figment of my imagination, whether we as an Agile community should care, and what we should do about it.

  • Liked Craeg K Strong
    keyboard_arrow_down

    Craeg K Strong - Kanban Antipatterns: What You Don’t Know Can Hurt You

    45 Mins
    Workshop/Game
    Beginner

    In this interactive workshop we will examine multiple examples of Antipatterns observed in real-world Kanban boards. In each case we will identify the issues and discuss ways to improve the situation. We will review a number of better alternatives and see how the improvements map to the core principles of Kanban such as visualization, managing flow, and making policies explicit. Brand new to Kanban? Learning by example is a great way to get started! A long-time Kanban veteran? Come to see how many antipatterns you recognize and help firm up our Kanban Antipattern taxonomy and nomenclature!

    Kanban is an extremely versatile and effective Agile method that has seen significant growth in popularity over recent years. Kanban’s flexibility has led to widespread adoption to manage business processes in disparate contexts such as HR, loan processing, drug discovery, and insurance underwriting, in addition to Information Technology. Like snowflakes, no two Kanban boards are alike. The downside to this flexibility is there is no well-known and easily accessible library of patterns for designing effective Kanban boards. Like Apollo engineers, teams are expected to design their board starting from first principles. Unfortunately, sometimes teams get stuck with board designs that may not provide the visibility and insight into their workflow they hope to see. Worse, some designs actually may serve only to obscure the situation. Working within the limitations of an electronic board can exacerbate the problem even further. Is all hope lost? Certainly not!

    Let’s learn more about effective Kanban system design by examining what to avoid and why. Learning by example is effective and fun!

  • Liked Scott Schnier
    keyboard_arrow_down

    Scott Schnier - The Seven Date Driven Sins

    Scott Schnier
    Scott Schnier
    Agile Coach
    CGI
    schedule 2 weeks ago
    Sold Out!
    45 Mins
    Talk
    Executive

    Date driven behaviors are common in many pre-agile organizations. They are as bad as sin and produce bad outcomes when considered through a long range lens. This presentation targeted to managers and leaders in organizations in the early stages of agile transformation. Scott will lead an entertaining and provocative look at how classical date driven behaviors often produce outcomes that are the opposite of what those leaders ultimately desire. Scott will suggest an experiment to focus on the virtue of frequently delivering incremental value as an alternative to those date driven sins.

  • Liked Noah Wolfe
    keyboard_arrow_down

    Noah Wolfe - Neil Armstrong's Lessons for Project Management: Lessons in Agile from NASA's Space Race

    45 Mins
    Case Study
    Beginner

    When a government project is not going well and you're caught up in compliance, reporting, and procedure the work can feel like a grind. What is often forgotten is that one of the greatest accomplishments in human history - landing a person on the Moon - was a U.S. Federal government project. How was that accomplished?

    Today agile and Scrum are all the rage. NASA pulled off that mission long before iterative design, user testing, and demos were key components of modern technology development. Landing on the Moon was achieved without agile! ...Or was it?

    When humanity was figuring out the very dangerous work of launching ourselves into space the U.S. space program used basic agile principles to develop the most cutting edge, unprecedented technology in human history. NASA's space programs from Mercury to Gemini to Apollo are textbook examples of the principals that should guide any modern technology development... from government websites to large enterprise software.

  • Liked Robert Reed
    keyboard_arrow_down

    Robert Reed - Breaking Down Scrum Values With Martial Arts

    Robert Reed
    Robert Reed
    Agile Coach
    American Electric Power
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Beginner
    **Warning** - You may need safety glasses... there will be kicks, punches, boards breaking and splinters flying... with a grand finale you may never forget!!
    The Scrum framework is meaningless without the Scrum values. The five values; focus, openness, courage, commitment, and respect are at the core of Scrum. These values are extremely important yet challenging for individuals and teams to embrace and live by day to day while on their agile journey. Everyone knows what these words mean, but without gaining a deeper understanding it will be difficult to truly see the value they bring to individuals, teams and organizations.
    In this session we will talk through each of the five Scrum values while tying into examples from the TaeKwonDo martial art. By understanding the Scrum values through a martial arts lens, you will be able to explain why these values are so important and what you and your teams can accomplish by living these values!
  • Liked Zack Ayers
    keyboard_arrow_down

    Zack Ayers / Matt Acors - Andon Cords in Development Teams: Our Experience of Driving Continuous Learning through a Culture of Experimentation

    45 Mins
    Talk
    Beginner

    Summary

    In this session, you’ll learn about one team’s struggle to improve collaboration and how they sought to shorten cycle time by carefully crafting an experiment with an Andon Cord. The Andon Cord is a Toyota innovation designed to empower front-line employees to recognize issues, initiate a stoppage of work, and work together as a team to quickly identify a path forward. The emergency cable strung above assembly lines became a symbol of the Toyota Way, and has widely been copied throughout the auto industry and beyond.

    You’ll be introduced to metrics that show a surprising correlation between collaboration through Andon Cord pulls and Cycle Time!

  • Liked M. Scott Ford
    keyboard_arrow_down

    M. Scott Ford - Mob Programming with Legacy Code

    45 Mins
    Workshop/Game
    Beginner

    Let's explore Mob Programming by looking at an older project. When learning a new way of working, it can be easy to think that you'll have wait until your next project for it to be a success. This session aims to prove the opposite. We'll dive into an existing code base and work on making it better as a group. You'll leave realizing that Mob Programming is something that you can take home to your team, no matter how old your system is.

  • Liked Phillip Manketo
    keyboard_arrow_down

    Phillip Manketo / Dan Craig - The Ever Evolving Journey of the Fannie Mae Scrum Master

    45 Mins
    Experience Report
    Intermediate

    “Evolution is a tinkerer.”, Francois Jacob, Nobel Price wining Biologist

    To further enable Scrum Masters to mature specific capabilities, and achieve more consistent practice across the enterprise, Fannie Mae’s Agile Center of Excellence (CoE) embarked on series of evolutionary initiatives. While we would like to represent that these activities were premeditated and intentional, the reality was that the activities were emergent, evolving with, and in response to, the larger organizational transformation. During this session, we will detail the evolution of initiatives over the last several years intended to support the Scrum Master, the triggers that precipitated the initiative, the outcome of the initiative itself, as well as lessons learned given the benefit of hindsight.

  • Liked David Laribee
    keyboard_arrow_down

    David Laribee / Arushi Bhardwaj - Introducing the Dojo Model: Experiences from the Industry and within Fannie Mae

    45 Mins
    Experience Report
    Intermediate

    The Dojo movement is growing in popularity as an approach that helps enterprises transform into world-class product development organizations. Dojos represent a departure from the classic agile focus on delivery, bringing learning and a product mindset to the forefront.

    We'll share the emerging Dojo model by way of specific examples and mini-case studies. You will see how Dojos have taken shape at Fannie Mae and other large companies in the last several years. Think of this as a tour of the Dojo for two, main audiences: teams and leaders. Attendees will leave understanding how Dojos can benefit their group, portfolio, and/or organization.

  • Liked Dane Weber
    keyboard_arrow_down

    Dane Weber - Undercover Scrum Master

    Dane Weber
    Dane Weber
    Sr. Consultant
    Excella
    schedule 1 week ago
    Sold Out!
    45 Mins
    Experience Report
    Intermediate

    After three years as a Scrum Master and Agile coach, I hit a wall coaching a team that did not want to try popular Agile engineering techniques such as TDD and pair programming. I had become a Scrum Master after four years working on the business analysis and account ownership side of things and could not speak from personal experience about engineering practices. In order to get some first-hand experience and to gain a new perspective, I chose to spend a year or two as a software developer on a Scrum team.

    The experience has been eye-opening. I experienced a tremendous cognitive load working with a wide array of technologies; this pulled my attention away from many of the collaborative and process-oriented activities I cared about as a Scrum Master. I was surprised to feel strong pressure to complete work quickly, cutting corners, even when the Product Owner and Scrum Master were not asking me to. When this pressure was explicit, it usually came from my fellow developers. On the other hand, there is real joy in writing code and seeing a system do something worthwhile that it wasn't doing before. My outlook has changed tremendously and is something I want to share with anyone who works with development teams, especially Scrum Masters and other coaches. I am still enjoying my time as a developer, but I'm looking forward to returning to coaching and incorporating this experience into my approach.

  • Liked Joel Tosi
    keyboard_arrow_down

    Joel Tosi - Metrics that Matter - Moving from Easy to Impactful

    Joel Tosi
    Joel Tosi
    Dojo & Co
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Metrics are the bane of many organizations, getting fascinated on measurements that don’t matter or can drive improper behaviours. In this session, we walk through a simple grouping for metrics where the groupings not only call out the metrics, but their limits, and help guide to better metrics.

  • Liked Pete Oliver-Krueger
    keyboard_arrow_down

    Pete Oliver-Krueger - Vulcan is Dead and You're Next: How Ignoring Emotions Can Torpedo a Promising Enterprise

    45 Mins
    Workshop/Game
    Advanced

    Are customers beating down your door before the product is even ready? Do you have an inexhaustible number of new ideas on the horizon? And are your teams cranking them out month after month? If you answered no to some or all of those questions, then... your employees are probably afraid of emotions, and it's standing in your way.

    Yes, I did just say that emotions are the thing in your way.

    And you're not alone. The Age of Reason brought us Scientific Discovery, which is vital to continued survival, for people and companies. It inspired the Industrial Revolution. We reached for the stars, and touched other planets. So we raised up idols like Mr. Spock from Star Trek, and phrases like, "It's not Rocket Science". The Toyota Lean Movement inspired additional data-driven revolutions like Agile and DevOps. We automated our factories, and our stock market transactions. We created machines that can learn, and cars that can drive themselves.

    And... we tricked ourselves into thinking that WE also became logical in the process.

    But we're still human beings. In 2002 the Nobel Prize was awarded to two economists for research that proved that the decision making part of our brain is not connected to the logical part of our brain. Decision making is still done with our emotional brain. The emotions of your customers prevent them from buying. The emotions of your managers prevent them from making the right decisions. The emotions of your employees prevent them from delivering great ideas. And you can't just remove emotions from the equation. You must understand them, embrace them, and journey through them, to get to the other side. And on that other side you will coincidentally find our old friend, Reason.

    If you don't start embracing emotions, talking about them, and designing for them, then you will be left behind. It's what makes Apple and Amazon successful. (It's why Donald Trump got elected.) And it's why your products are failing.

  • Liked Sameh Zeid
    keyboard_arrow_down

    Sameh Zeid - Hands-on Activity: Managers coaching the transformation using Kata Thinking

    Sameh Zeid
    Sameh Zeid
    Agile Coach
    Ford Motors via Ciber
    schedule 1 month ago
    Sold Out!
    45 Mins
    Workshop/Game
    Intermediate

    Transformation programs usually happen periodically and years apart. They introduce new processes and require organizational restructuring, while they often do not create organizational behavior change. They often ignore the inherent behaviors that have led to the unsatisfying status quo in the first place. These programs separate “the work” from “how we improve the work”.

    Rather than having transformation programs every few years, can we embrace change and experimentation as the daily way of work? We can, when managers act as coaches for their teams on experimentation as the way of work. Meaning, when teams experiment they enable delivery, improvements and innovation.

    This is an activity-based session that demonstrates the non-ending organizational journey towards growth and innovation. We will follow transformation approach based on Kata Thinking Pattern(KTP) to explain how teams experimentally introduce improvements guided by a universal model.

    With minimum lecturing and focus on doing, you would experience first hand the KTP mindset for on-going transformation where managers are coaches. We will use Improvement Cards that are based on industry case studies for digital transformation

    We will be organized into teams each has 4-6 people.

    This session can be relevant to you, if you are interested in Agile Transformation and Lean Management.

  • Liked Joel Tosi
    keyboard_arrow_down

    Joel Tosi - Growing a Learning Organization

    Joel Tosi
    Joel Tosi
    Dojo & Co
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    How do you grow a continuously learning organization? If certifications and wikis were enough, organizations would be crushing it. In this session we look at how we learn in complex domains - focusing on tacit vs explicit knowledge; context learning; and growing coaches and teachers.

  • Liked Mark Grove
    keyboard_arrow_down

    Mark Grove - Authority and Trust: Finding the Scrum Master Balance

    Mark Grove
    Mark Grove
    Excella Consulting
    schedule 3 weeks ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    Have you ever seen the term “process authority” used to describe the role of a Scrum Master? You don’t have to look too hard to find this description. In my experience, it has caused a lot of confusion and misunderstanding on project teams. So why is it even used? And should it?

    I worked on a new Scrum project where management informed the project teams that the Scrum Master role was given process authority over the team. There was a lot of confusion and unease about this. Questions started popping up such as “I already have a manager – is the Scrum Master now my boss,” “What does process authority mean,” and “Do we really have to do what she says?” As a result, the teams were becoming hostile to the Scrum Master role, untrusting of the Scrum Master’s responsibility, and concerned Scrum Masters had authority to tell the teams what to do. I was the project’s agile coach and needed to diffuse the confusion and better the working environment as quickly as possible. This did not happen overnight, but our journey started with this interactive discussion which we used as a foundation for the project moving forward.

    In this interactive presentation, we explore the concept of “process authority” and consider the various directions it takes us. To do that, this discussion goes far beyond a typical “the role of a Scrum Master” presentation; It explores…

    • What it should (and should not) mean when/if “process authority” is used to describe the Scrum Master role
    • How the responsibility and expectations of a Scrum Master are different than that of team members
    • How different leadership styles play into understanding the role of the Scrum Master
    • The importance of trust in a Scrum Master/team relationship

    The presentation uses real-time audience feedback to further explore these topics. Audience members will provide answers to questions given throughout the presentation, so we can explore members’ thoughts, opinions, and experiences they have had with the Scrum Master role.

  • Liked Dr. Patrick McConnell
    keyboard_arrow_down

    Dr. Patrick McConnell - The Velocity Trap: Learning to Value Enterprise Outcomes over Team Output

    45 Mins
    Tutorial
    Beginner

    Behind the creation of every Agile Framework was the intention to improve the Return on Investment for creative work, primarily through faster and richer feedback. But as team-level frameworks like Scrum are internalized by large organizations, that message gets mistranslated. Instead of, “Get better outcomes, sooner,” the drive instead becomes, “Just do more, faster.”

    A common expression of this problem is the confusion of Velocity for Value, where teams are directly managed based on their Output, but the connection between Output and Outcome is lost or ignored. This plays out in all kinds of ways that distract from achieving tangible results, and often incentivizes internal competition over collaboration. This problem can be especially tenacious in organizations with significant institutional ‘status-ing’ behaviors, where leadership struggles to translate common Agile methods like Relative Estimating into existing artifacts like Executive Dashboards or Earned-Value Management.

    In this tutorial, participants will explore the 'Velocity Trap', and will be shown how to setup a results-driven framework that prioritizes 'Maximizing Outcomes while Minimizing Output.'

  • Liked Mindy Bohannon
    keyboard_arrow_down

    Mindy Bohannon - I’m a BA Girl in an Agile World

    Mindy Bohannon
    Mindy Bohannon
    Agile Business Analyst
    Excella
    schedule 1 week ago
    Sold Out!
    45 Mins
    Experience Report
    Beginner

    Have you ever worked with a Business Analyst (BA)? Is what a BA does on an agile project much different from what is done on a waterfall project? All analysts bring excellent communication, collaboration, and trust to their work on project teams. During this session we’ll review the roles a BA can play, a BA's responsibility on the development team, and the skills a good BA possesses. For fun, lets also talk about why an Analyst is part of the 3 Amigos and the complexity of communication channels. Generally speaking, let’s discuss how BAs participate in an agile project’s success and I’ll share some stories about my experience going from waterfall to agile, how I’ve interacted with the PO, and important things I think an Analyst should be involved in.

  • Liked Donald Patti
    keyboard_arrow_down

    Donald Patti / David Bulkin - Plays over Plans: Using Transformation Plays to Coach Enterprise Change

    45 Mins
    Talk
    Intermediate

    Unlike agile at the team level, enterprise agility requires cultural change throughout the organization to be successful. But, cultural change is far from easy. Much like the roots of a tree, culture runs deep, so it takes persistence and the right approach to achieve success.

    In this talk, Donald Patti and David Bulkin will describe multiple successful plays, or approaches, to enterprise agile transformation, providing attendees with a number of practical ways to understand and change an organization's culture.