the power of why (norwegian)
DESCRIPTION
Agile people know why they do things. The question status quo. Agile organisations understand why they adopt certain practices. Agile is a mindset.TRANSCRIPT
The power of WhyGeir Amsjø, Axio Consulting
Tuesday, November 5, 13
axio consulting as I www.axio.no
One day Alice came to a fork in the road and saw a Cheshire cat in a
tree.
“Which road do I take” she asked.His response was a question:
“Where you want to go?”“I don´t know” Alice answered.
“Then,” said the cat, “it doesn´t matter”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Da har vi en plan ...
Tuesday, November 5, 13
axio consulting as I www.axio.no
Da har vi en plan ...
Tuesday, November 5, 13
axio consulting as I www.axio.no
Energi
Tuesday, November 5, 13
axio consulting as I www.axio.no
Energi
Energi = F(Entusiasme * Fokus)
Tuesday, November 5, 13
axio consulting as I www.axio.no
Energi
Energi = F(Entusiasme * Fokus)Tid til målet = F(Energi * Retning)
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scope
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjon
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveis
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidigSvært ulike interesser i rommet
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidigSvært ulike interesser i rommet
• Teksten
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidigSvært ulike interesser i rommet
• Tekstenhelt uten intensjon
Tuesday, November 5, 13
axio consulting as I www.axio.no
Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)• Har pågått siden 2005• Status 2013: “halvsmidig”
Fremdeles komplett scopeIngen fokus på visjonIngen fokus på læring underveisTillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidigSvært ulike interesser i rommet
• Tekstenhelt uten intensjonsamme språkdrakt som før
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
Larmans laws of Organizational Behaviour
(1)Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures.
(2)As a corollary to (1), any change initiative will be reduced to overloading the new terminology to mean basically the same as status quo.
(3)As a corollary to (1), any significant change initiative will be derided as “purist” and “needing customization for local concerns” -- which deflects from addressing weaknesses and manager/specialist status quo.
(4)Culture follows structure.
Tuesday, November 5, 13
axio consulting as I www.axio.no
Smidig medfører endring
Det vil bli motstand!Det vil bli frustrasjon!Det vil bli ustabilitet!
Noen vil være åpent imot endringenNoen vil spille med, men sabotere i det skjulte
‣ Spørsmålet er hvordan vi kan klare mobilisere nok energi til at vi bryter opp strukturer og faktisk får til helhjertet endring?
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
Hvorfor
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
Hvorfor
Hvorfor
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
Hvorfor
HvorforHvorfor
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
HvorforEnergiHvorforHvorfor
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
HvorforEnergiHvorforHvorforEnergi
Tuesday, November 5, 13
axio consulting as I www.axio.no
The 8 steps of change
1. Establish a Sense of Urgency2. Create the Guiding coalition3. Develop a Change Vision4. Communicate the Vision5. Empower Broad based Action6. Generate short term Wins7. Never let up8. Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
HvorforEnergiHvorforHvorforEnergiEnergi
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hva er egentlig et “Mindset”?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hva er egentlig et “Mindset”?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Det har jeg aldrig prøvd før, så det er jeg sikkert god i!
Hva er egentlig et “Mindset”?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg er blant de beste på ski, men mangler ballfølelse”
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
“Ja det kunne vært morsomt, MEN...”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
“Ja det kunne vært morsomt, MEN...”
“Ja det blir gøy, OG...”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Dette er sånn vi gjør det her”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
“Ja det kunne vært morsomt, MEN...”
“Ja det blir gøy, OG...”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Dette er sånn vi gjør det her”
“La oss forsøke noe nytt og sørge for å lære av det”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
“Ja det kunne vært morsomt, MEN...”
“Ja det blir gøy, OG...”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Dette er sånn vi gjør det her”
“La oss forsøke noe nytt og sørge for å lære av det”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
Endring betyr egentlig “same shit, new wrapping”
“Ja det kunne vært morsomt, MEN...”
“Ja det blir gøy, OG...”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Fixed Growing
“Jeg er god i matte, men suger i sport”
“Jeg må øve mer for å bli god i matte”
“Dette er sånn vi gjør det her”
“La oss forsøke noe nytt og sørge for å lære av det”
“Jeg er blant de beste på ski, men mangler ballfølelse”
“Bare jeg trener litt mer blir jeg nok god i sport”
To typer “Mindset”
Endring betyr egentlig “same shit, new wrapping”
“Ja det kunne vært morsomt, MEN...”
“Ja det blir gøy, OG...”
Endring gjennomføres med innlevelse
Tuesday, November 5, 13
axio consulting as I www.axio.no
Innstillingen er målbar!
Tuesday, November 5, 13
axio consulting as I www.axio.no
The Agile Mindset
Linda Rising
Mary and Tom Poppendick
Tuesday, November 5, 13
axio consulting as I www.axio.no
The Agile Mindset
“Carol Dwecks Growing Mindset IS the Agile Mindset”
Linda Rising
Mary and Tom Poppendick
Tuesday, November 5, 13
axio consulting as I www.axio.no
The Agile Mindset
“Carol Dwecks Growing Mindset IS the Agile Mindset”
Linda Rising
Mary and Tom Poppendick
“A company with a lean mindset don´t waste time trying to sort out who has more or less talent. They look for people with a Growing Mindset”
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvilken metafor fungerer best ?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Defined Process Control
Tuesday, November 5, 13
axio consulting as I www.axio.no
Defined Process ControlEmpirical Process Control
Tuesday, November 5, 13
axio consulting as I www.axio.no
Defined Process Control
Institutionalizing a Fixed Mindset
Empirical Process Control
Tuesday, November 5, 13
axio consulting as I www.axio.no
Defined Process Control
Institutionalizing a Fixed MindsetInstitutionalizing a Growing Mindset
Empirical Process Control
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Gojko Adzichttp://impactmapping.org/
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Gojko Adzichttp://impactmapping.org/
AutonomyMasteryPurpose
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Gojko Adzichttp://impactmapping.org/
What
How
Why
Simon Sinek
Startwithwhy.com
AutonomyMasteryPurpose
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor?
As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Gojko Adzichttp://impactmapping.org/
What
How
Why
Simon Sinek
Startwithwhy.com
5 whys
AutonomyMasteryPurpose
Tuesday, November 5, 13
axio consulting as I www.axio.no
Smidig omstillingsprosess
Tuesday, November 5, 13
axio consulting as I www.axio.no
Smidig omstillingsprosess
Hvorfor?
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor???
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor???
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på!
Hvorfor???
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste!
Hvorfor???
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste!
Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til firmaets beste slik at de bare kan føre tiden på det teamet de jobber i? Vi i ledelsen har ikke god nok oversikt over hva de ansatte gjør
Hvorfor???
Tuesday, November 5, 13
axio consulting as I www.axio.no
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste!
Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til firmaets beste slik at de bare kan føre tiden på det teamet de jobber i? Vi i ledelsen har ikke god nok oversikt over hva de ansatte gjør
Men det finnes jo planer og prioriteringer for alle ansatte, hvorfor ikke bare droppe dette byråkratiet og stole på at de gjør jobben sin? Vi har ikke nok tillit til de ansatte
Hvorfor???
Tuesday, November 5, 13
Tuesday, November 5, 13
Agile is a Mindset, defined by Values, guided by Principles and Manifested
through many different Practices
Tuesday, November 5, 13
Agile is a Mindset, defined by Values, guided by Principles and Manifested
through many different PracticesAhmed Sidky, Executive Vice President, Santeon
Tuesday, November 5, 13
axio consulting as I www.axio.no
Tuesday, November 5, 13
axio consulting as I www.axio.no
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collaboration
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Transparency
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Courage
Transparency
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Commitment
Courage
Transparency
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Trust Commitment
Courage
Transparency
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Focus
Trust Commitment
Courage
Transparency
Collaboration
Openness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Focus
Trust Commitment
Courage
Transparency
Collaboration
DisciplineOpenness
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Focus
Trust Commitment
Courage
Transparency
Collaboration
DisciplineOpenness
Simplicity
VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
AGILE VALUES
Tuesday, November 5, 13
axio consulting as I www.axio.no
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Cross-functional
teams
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Cross-functional
teamsSelf-organization
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
Craftsmanship
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
ContinuousProcess
Improvement
Craftsmanship
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
ContinuousProcess
ImprovementEmpirical
process control
Craftsmanship
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
ContinuousProcess
Improvement
Quality focus
Empirical process control
Craftsmanship
PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
ContinuousProcess
Improvement
Quality focus
Empirical process control
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
ContinuousProcess
ImprovementCustomer Value
Quality focus
Empirical process control
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
Frequent deliveries Continuous
Process ImprovementCustomer
Value
Quality focus
Empirical process control
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
Frequent deliveries Continuous
Process ImprovementCustomer
Value
Quality focus
Empirical process control
Sustainable pace
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
Frequent deliveries Continuous
Process ImprovementCustomer
Value
Quality focus
Limit Work in Progress
Empirical process control
Sustainable pace
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Tuesday, November 5, 13
axio consulting as I www.axio.no
Collective ownership
Cross-functional
teamsSelf-organization
Frequent deliveries Continuous
Process ImprovementCustomer
Value
Quality focus
Limit Work in Progress
Empirical process control
Sustainable pace
Craftsmanship
PRINCIPLES
Pull
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
AGILE VALUES AND PRINCIPLES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
ContinuousIntegration
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
Pair Programming
ContinuousIntegration
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Pair Programming
ContinuousIntegration
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Pair Programming
ContinuousIntegration
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
ContinuousIntegration
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
ContinuousIntegration
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDDDDD
ContinuousIntegration
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDDDDD
BDD
ContinuousIntegration
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDDDDD
BDD
ContinuousIntegration
ATDD
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
ATDD
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
ATDD
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Daily stand-up
Story Mapping
PRACTICES
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Daily stand-up
Story Mapping
PRACTICES
MVP
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Daily stand-up
Story Mapping
PRACTICES
MVP Innovation Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Daily stand-up
Story Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown Chart
ATDD
Product Canvas
Daily stand-up
Story Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Daily stand-up
Story Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Daily stand-up
Story Mapping
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Daily stand-up
Story Mapping
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Daily stand-up
Story Mapping
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Sprint review
Daily stand-up
Story Mapping
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Story Mapping
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Story Mapping
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Story Mapping
Information Radiators
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Story MappingKano
AnalysisInformation Radiators
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Story MappingKano
AnalysisInformation Radiators
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
AnalysisInformation Radiators
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
AnalysisInformation Radiators
Task Board
Effect Mapping
PRACTICES
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
AGILE VALUES, PRINCIPLES AND PRACTICES
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
Analysis
Information Radiators
Task Board
Effect Mapping
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
AGILE VALUES, PRINCIPLES AND PRACTICES
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
Analysis
Information Radiators
Task Board
Effect Mapping
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
WHY
WHAT
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
AGILE VALUES, PRINCIPLES AND PRACTICES
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
Analysis
Information Radiators
Task Board
Effect Mapping
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
axio consulting as I www.axio.no
AGILE VALUES, PRINCIPLES AND PRACTICES
“Be Agile”
“Do Agile”
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
ContinuousIntegration
Usability Testing
Burndown ChartProduct Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro-spectives
Kanban
Story MappingKano
Analysis
Information Radiators
Task Board
Effect Mapping
MVPMMF Innovation
Accounting
Focus
TrustCommitment
Courage
Trans-parency
Collaboration
Disci-pline
OpennessSimplicity
Collective ownership
Cross-functional
teams Self-organization
Frequent deliveries
Customer Value
Quality focus
Craftsman-ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Failing Fast
Tuesday, November 5, 13
Takk for meg!
[email protected] www.smidigkurs.no
Blog: scrummaster.noTwitter: @gamsjo
Tuesday, November 5, 13