Edgy Agile Things That You May Not Have Heard Of

Jason Yip@jchyip

j.c.yip@computer.orghttp://jchyip.blogspot.com

Business Model Canvas?

http://www.businessmodelgeneration.com/canvas

http://www.businessmodelalchemist.com/2012/08/achieve-product-market-fit-with-our-brand-new-value-proposition-designer.html

Product Canvas

http://agile.techwell.com/articles/weekly/product-canvas

http://en.wikipedia.org/wiki/Cynefin

http://mandenews.blogspot.com.au/2010/08/test3.html

http://alistair.cockburn.us/Earned-value+and+burn+charts

http://leadinganswers.typepad.com/leading_answers/2007/02/summarizing_pro.html

http://scaledagileframework.com

http://vimeo.com/42804402

http://ennova.com.au/blog/2011/09/agile-lean-compared-applied-construction

http://www.agileproductdesign.com/blog/the_new_backlog.html

http://www.infoq.com/presentations/lean-product-discovery

“the minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.”

http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

http://www.justin.tv/startuplessonslearned/b/286514557

Concierge MVP

Magic Test

http://mixergy.com/eric-ries-lean-startup-interview/

“…simply to put up a web page that says ‘Do you have this problem? I’m going to solve it for you.’ And not really specify, be a little vague on how you’re going to solve it. You’re basically saying ‘I’m going to solve it by magic’. And then see if people sign up and with those people that sign up then you want to engage in dialog with them. We always say ‘If you can’t sell magic, you definitely can’t sell your product’…”

http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_mskarin.pdf

Detective’s Blackboard

http://www.infoq.com/interviews/belshee-shore-mmf

“This is the team’s external brain.”

http://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/

Retrospectives

• What did we do well, that if we don’t discuss we might forget?

• What did we learn?• What should we do differently next time?• What still puzzles us?

http://retrospectives.com/pages/RetrospectiveKeyQuestions.html

http://www.softwarestrategy.co.uk/dlgsheets/

Solution-Focused Goal-Driven Retrospectives

1. "Imagine that a miracle occurred and all our problems have been solved. How could you tell? What would be different?”

2. "If 10 is the ideal and 0 is where nothing is working, where are we now?”

3. "What are we already doing that works? That is, why are we [for example] 5 rather than 0?”

4. "Using the resources we have, what can we do to move one step closer to 10?"

http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html

Idealised Design

• The system was destroyed last night• No science fiction, technology available now• How things should be, not how things could

be

http://www.organizationaldynamics.upenn.edu/node/2008

Continuous Integration

http://martinfowler.com/articles/continuousIntegration.html

http://www.cuberick.com/2008/10/continuous-integration.html

Continuous Testing

http://topfunky.com/clients/blog/autotest-tm.movhttp://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained

“What is continuous testing? It’s turning the knob on Test Driven Development up to 11, by automatically running the tests on every save.”

Guantanamo

“Do you have problems maintaining high test coverage? All code is guilty until tested innocent. Send the untested code to Guantanamo!”

http://docs.codehaus.org/display/ASH/Guantanamo

“Why just think your tests are good when you can know for sure? Sometimes Jester tells me my tests are airtight, but sometimes the changes it finds come as a bolt out of the blue. Highly recommended.”

Kent Beck

http://jester.sourceforge.nethttp://en.wikipedia.org/wiki/Mutation_testing

Mutation Testing

Chaos Monkey

“One of the first systems our engineers built in AWS is called the Chaos Monkey. The Chaos Monkey’s job is to randomly kill instances and services within our architecture. If we aren’t constantly testing our ability to succeed despite failure, then it isn’t likely to work when it matters most – in the event of an unexpected outage.”

http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html

Game Day

“Gameday is an exercise designed to increase resilience through large-scale fault injection across critical systems where resilience is seen as the ability of a system to adapt to changes, failures, & disturbances. By “system”, he means: people, culture, processes, applications & services, infrastructure, software and hardware.”

http://server.dzone.com/videos/creating-resiliency-through

Act First, Research Later

“Let me summarize. Yes, I believe that research is important, but it does not have to be done at the start of a design project. It can be done far ahead of time, or even just afterwards. Good designers should always be engaged in observation, in mentally reviewing and creating artifacts, in sketching, writing, planning and thinking. As a result, when the time comes to act, they can do so without appearing to need research, but only because of the accumulated wisdom they draw upon.”

Don Norman

http://www.core77.com/blog/columns/act_first_do_the_research_later_20051.asp

http://theleanstartup.com/

Lean Startup for Change

1. Identify an organisational problem2. Propose a hypothesis for change3. Identify assumptions in hypothesis4. Design Minimal Viable Changes to test

assumptions5. When “value hypothesis” has been refined,

switch to validate the “growth hypothesis”

http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/

Mind share strategy for organisational change

“Should we expect that there would be different effective strategies for organisational change depending on whether we are in a position of strength vs weakness?

Strength in New Lanchester Strategy refers to numerical strength. In our case, instead of troop numbers or market share, I propose that strength in the organisational change context is about mind share, that is, how many people desire the new idea and/or behaviour you are trying to introduce.”

http://jchyip.blogspot.com.au/2012/08/mind-share-strategy-for-organisational.html