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Agile World by Mind Map: Agile World
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Agile World

Personal Software Process (PSP)

IT only

by Watts Humphrey; late 1994

http://www.sei.cmu.edu/reports/00tr022.pdf

derived

Team Software Process (TSP), IT only, by Watts Humphrey; 1996, https://en.wikipedia.org/wiki/Team_software_process, https://resources.sei.cmu.edu/asset_files/TechnicalReport/2000_005_001_13754.pdf

Test Driven Development (TDD)

IT only

https://en.wikipedia.org/wiki/Test-driven_development

derived

Acceptance Test Driven Development (ATDD), IT only, Adds ‘A’ before TDD which stands for acceptance., In ATDD the acceptance criteria are defined in early in application development process and then those criteria can be used to guide the subsequent development work., ATDD is a collaborative exercise that involves product owners, business analysts, testers, and developers., ATDD helps to ensure that all project members understand precisely what needs to be done and implemented., http://www.amazon.com/Lean-Agile-Acceptance-Test-Driven-Development-Collaboration/dp/0321714083/, a.k.a., Specification By Example (SBE), https://en.wikipedia.org/wiki/Specification_by_example, Example-Driven Development (EDD), by Brian Marick, Behavior Driven Development (BDD), by Dan North, Story Test-Driven Development (SDD), by Joshua Kerievsky, Functional Test Driven Development (FTDD), Executable acceptance test-driven development (EATDD)

Developer Test Driven Development (DTDD), IT only

derived

Context-Driven-Testing, IT only, http://context-driven-testing.com/

Domain Driven Design (DDD)

IT only

by Eric Evans

http://domaindrivendesign.org/

Joint Application Development (JAD)

IT only

by Chuck Morris, Tony Crawford; late 1970s

derived

Rapid Application Development (RAD), IT only

Adaptive Project Framework

by Robert K. Wysocki Ph.D.

Continous Integration (CI)

IT only

by Grady Booch; 1991

https://en.wikipedia.org/wiki/Continuous_integration

derived

Continuous Deployment (CD), IT only

eXtreme Programming (XP)

IT only

by Kent Beck, Erich Gamma; 1999

https://en.wikipedia.org/wiki/Extreme_programming

www.extremeprogramming.org/map/project.html

derived

eXtreme Manufacturing (XM), by Joe Justice; 2012, https://en.wikipedia.org/wiki/EXtreme_Manufacturing

derived

Mob programming, IT only, by Hunter Industries; 2014, http://context-driven-testing.com/

Agile Data (AD)

IT only

by Scott Ambler

www.agiledata.org

Scaled Agile Framework (SAFe)

IT only

by Dean Leffingwell; 2012 v1.0

www.scaledagileframework.com

Feature Driven Developmement (FDD)

IT only

by Peter Coad, Jeff DeLuca; 1997

https://en.wikipedia.org/wiki/Feature-driven_development

Scrum

by Ken Schwaber, Sutherland, Beedle; 2001

www.scrum.org

www.scrumalliance.org

derived

Scrum-of-Scrums, http://guide.agilealliance.org/guide/scrumofscrums.html

derived

ScrumBan

derived

Large-Scale Scrum (LeSS), by Craig Larman, Bas Vodde, http://www.craiglarman.com/, http://less.works/, derived, LeSS Huge

derived

Agility Path, by Ken Schwaber

derived

Scrum at Scale (ScrumPLoP), by Jeff Sutherland, Alex Brown, www.scrumplop.org, http://www.scruminc.com/

derived

Scrum Nexus™ Framework, by Ken Schwaber; 2014/15, https://www.scrum.org/Resources/What-is-Scaled-Scrum, https://www.scrum.org/Resources/Nexus

derived

eXtreme Manufacturing (XM), by Joe Justice; 2012, https://en.wikipedia.org/wiki/EXtreme_Manufacturing

derived

XSCALE, by Peter Merel; 2014, http://agiletng.org/2014/04/21/xscale/

derived

Spotify Tribal model

Kanban

by David J.Anderson; 2010

derived

ScrumBan, by Corey Ladas; 2009, http://leansoftwareengineering.com/ksse/scrum-ban/

derived

eXtreme Manufacturing (XM), by Joe Justice; 2012, https://en.wikipedia.org/wiki/EXtreme_Manufacturing

Lean Software Development

IT only

by Mary Poppendieck, Tom Poppendieck; 2003

Sappient|Approach

Unified Process

IT only

by Jacobson, Kruchten, Royce, Kroll

derived

Rational Unified Process (RUP), IT only, by Philippe Kruchten (Director of Process Development), derived, Dynamic Systems Development Method (DSDM), by DSDM Consortium; 1994, www.dsdm.org, derived, Agile Project Management (AgilePM), by DSDM Consortium; 2010, derived from DSDM method from it's version v5 called "DSDM Atern" in 2010, http://dsdm.org/product/agile-pm-agile-project-management-handbook-v2, derived, Agile Programme Management (AgilePgM), by DSDM Consortium; 2014, derived from DSDM method from it's version v6 called "The DSDM Agile Project Framework" in 09.2014, http://dsdm.org/product/agile-programme-management-handbook, derived, Agile Business Analysis (AgileBA), by DSDM Consortium; 2015, derived from DSDM method, http://dsdm.org/product/agileba-business-analysis-handbook, derived, Open Unified Process (OpenUP), part of Eclipse Process Framework (EPF), Essential Unified Process (EssUP), by Ivar Jacobson, Agile Modelling (AM), IT only, by Scott Ambler, www.agilemodeling.com, Agile Unified Process (AUP) status: EoL, by Scott Ambler, www.ambysoft.com/unifiedprocess/agileUP.html, derived, Disciplined Agile Delivery (DAD), IT only, by Scott Ambler, www.disciplinedagiledelivery.com, Enterprise Unified Process (EUP), by Scott Ambler, www.enterpriseunifiedprocess.com, derived, IT only, Disciplined Agile Delivery (DAD), by Scott Ambler, www.disciplinedagiledelivery.com

Continuous Delivery (CD)

IT only

Continuous Delivery doesn't mean every change is deployed to production ASAP. It means every change is proven to be deployable at any time

https://en.wikipedia.org/wiki/Continuous_delivery

Crystal Methodologies

IT only

by Allistar Cockburn; 1998

Comprised of a family of agile methodologies such as Crystal Clear, Crystal Yellow, Crystal Orange and others.

Crystal Clear

2004

Crystal Yellow

Crystal Orange

1998

Crystal Orange Web

2001

Crystal Red

Crystal Maroon

Crystal Diamond

Crystal Sapphire

Adaptive Software Development (ASD)

IT only

by Jim Highsmith, Sam Bayer; 2000

https://en.wikipedia.org/wiki/Adaptive_software_development

DevOps

IT only

derived

Rugged DevOps

This freeware, non-commercial mind map was carefully hand crafted with passion and love for learning and constant improvement ... (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.

http://www.miroslawdabrowski.com

http://www.linkedin.com/in/miroslawdabrowski

https://www.google.com/+MiroslawDabrowski

https://play.spotify.com/user/miroslawdabrowski/

https://twitter.com/mirodabrowski

miroslaw_dabrowski

Legend

Icon

means this approach is dedicated to large scale a.k.a. Scaling Agility

Icon

means this approach is dedicated to IT only

What is Agile?

Agile Manifesto

http://agilemanifesto.org/

17 It industry veterans met at Snowbird Resort on February 11-13 2001 and created Agile Manifesto, Introduced 4 Values and 12 Principles defining Agile for Software Development

disciplines that gave rise to the Agile Manifesto, Extreme Programming, SCRUM, Dynamic Systems Development Method (DSDM®), Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming.

Agile Alliance

http://www.agilealliance.org/

Agile currently is buzzword, a marketing term

Agile is like any other newly introduced popular concept. “… Everybody is talking about it. Very few are doing it and those who are, are doing it badly” (James O. Coplien)

Agile as a word by it's own simply means - nothing more than merketing term., there are so many Agile methodologies, Agile standards, Agile techniques, Agile tools, Agile good / best agile practices, Agile frameworks etc., that 'Agile' word itself is to general

Agile is a generic description of a “Style of Working” and Philosophy., Not only style of working on project but rather culture in ENTIRE organization including also it's management level, clients and partners, ‘Agile Project Management’ is perhaps an oxymoron

The Agile Mindset, Values and Principles

4 Agile Value, 1. Individuals and interactions over processes and tools, 2. Working software over comprehensive documentation, 3. Customer collaboration over contract negotiation, 4. Responding to change over following a plan

12 Agile Principles, 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software., 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage., 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale., 4. Business people and developers must work together daily throughout the project., 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done., 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation., 7. Working software is the primary measure of progress., 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely., 9. Continuous attention to technical excellence and good design enhances agility., 10. Simplicity - the art of maximizing the amount of work not done - is essential., 11. The best architectures, requirements, and designs emerge from self-organizing teams., 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

The unlimited number of Agile Practices, The 'forest' of Agile Methods, Frameworks, Standards ..., Being Agile vs Doing Agile

Agile is a umbrella term enclosing different methodologies, tools, techniques, practices and frameworks

In Agile community umbrella symbolizes different approaches in implementing Agile Manifesto but yet all from them are "Agilelish"

SCRUM, Lean, KANBAN, XP are not ‘Agile Project Management’ practices but rather team level practices, No Project Manager role, No project definition and etablished project / programme governance, ...

Plan-Driven Projects vs. Change-driven Project Projects

Traditional (waterfall or sequential) Project Management metaphor, Railway metaphor, Moving forward, based on delivering predicted upfront requirements in accepted tolerances with limited tolerance to change, destination (final product specification) is known upfront and it will hardly change to any other destination, Big Design Up Front (BDUF), We are expecting from customer to know everything and precisely what he wants (and needs) at the very beginning in project lifecycle, Which is very often not possible, “People don’t know what they want until you show it to them” (Steve Jobs, 1955 - 2011), Changing course of train based on requirements, Change is under strict control, change management process / procedure, a.k.a. Plan-driven, build around paradigm of process, defined process control model, All work is understood before execution, Given a well-defined set of inputs, the same outputs are generated every time, Follow the pre-determined steps to get known results

Agile (iterative + incremental + adaptive) Project Management metaphor, Sailing metaphor, Embracing change of requirements, finding TRUE value for stakeholders by experimenting, testing, changing status quo., Enough Design Up Front (EDUF), Customers often does not now what they want and by changes in project we will better understand customer needs and deliver valuable solution, Adapting / changing course of sailing based on business TRUE business needs and priorities, which could be different than requirements, Change is natural and recommended, it a part of our lives and projects as well, a.k.a. Change-driven, build around paradigm of change / adaptation, empirical (adaptive) process control model, Frequent inspection and adaptation occurs as work proceeds, Processes are accepted as imperfectly defined, Outputs are often unpredictable and unrepeatable

Agile is best for complex projects

Simple (straightforward), Everything is known and predicatable, Characteristics, Repeating patterns and consistent events, Clear cause‐and‐effect, Well establish knowns, Fact based management, Leader’s/Manager’s job, Use best practices, Extensive communication not necessary, Establish patterns and optimize to them, Command and control

Complicated, More is known than unknown, Characteristics, More predictability than unpredictability, Fact‐based management, Experts work out wrinkle, Leader’s/Manager’s job, Utilize experts to gain insights, Use metrics to gain control, Sense, analyze, respond, Command and control

Complex, More is unknown than known, Characteristics, More predictability than unpredictability, Fact‐based management, Experts work out wrinkle, Leader’s/Manager’s job, Create bounded environments for action, Increase levels of interaction and communication, Servant leadership, Generate ideas, Probe, sense, respond

Chaotic (unpredictable), Very little is known, Characteristics, High Turbulence, No clear cause‐and‐effect, Unknowables, Many decisions and no time, Leader’s/Manager’s job, Immediate action to re‐establish order, Prioritize and select actionable work, Look for what works rather than perfection, Act, sense, respond

See also Cynefin framework (by Dan Snowden), different view on Cynefin Framework, https://www.youtube.com/watch?v=N7oz366X0-8

Relating Complexity and Management Style

Agile is about delivering "best possible value" not maximum possible value

VALUE is NOT the same as BENEFIT, Benefits, Benefit is about outputs, what describes a product, features, characteristics, requirements, Benefit is a objective, Benefits are derived from change initiatives (formally constituted projects and programmes), Benefits must contribute to an objective, Benefit is an advantage to stakeholders (internal or external to the organization), Benefit can be same for each stakeholder, Benefit can be financial and non financial, Benefit can be ..., tangible (easy to measure), non tangible (not so easy to measure), Benefit MUST be measurable and observable, Benefits are identifiable and quantifiable, Benefits SHOULD have baselines, Benefits SHOULD have priorities, Benefits types:, Emergent benefits, Unplanned benefits, Intermediate benefits, Mostly chain of intermediate benefits is linked to the end benefits, but in many cases intermediate benefits don’t automatically lead to the end benefits, End benefits, in general benefit = delivered requirements on time, on budget, within scope etc., WHAT is a product?, Value, Value is about outcomes, how products are used, what it does, functions, ways of using it, Value is subjective, Value is different for each stakeholder, Value can be measurable (if required but not natural to use such techniques in any Agile approach), e.g., Value Drivers, Value Profiles, Value Trees, Function Analysis System Technique (FAST), Value can be ..., tangible (easy to measure), non tangible (not so easy to measure), Values SHOULD have priorities, in general value = designed fit for purpose, as small as possible solution, WHY such product is needed?, HOW products are used?, WHO will be using product?

Agile is about focusing on business value / outcome, not strictly project plan / output

Focusing on value delivery not on fixed product definition or strict adherence to plan, That's why most Agile approaches define Project Vision

Agile respects the urgency and importance of priorities conveyed by the customer / user, most prominently by incremental delivery and flexible sequencing

Agile respects the common sense that all requirements can not be known at the outset, particularly when the outcomes are intangible and subject to an evolving understanding.

“People don’t know what they want until you show it to them” (Steve Jobs, 1955 - 2011)

Agile is about empowering people, treating them as intellectual individuals

“You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change.” (Peter F. Drucker)

Agile is about working closely and constantly (active two side collaboration) with customer throughout (including more than just feedback loops)

“Never write when you can talk. Never talk when you can nod. And never put anything in an email“ (Eliot Spitzer)

Agile is about change, constant change which leads to better value

“If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“ (Ken Schwaber)

"Move Fast and Break Things" Mark Zuckerberg, Facebook

"Change is the only constant." Heraclitus, Greek philosopher

Agile thinking / approach often requires mind change and cultural shift

Not every organization is ready for that change!

"It is quite difficult for a highly structured and seniority-based organization to mobilize itself for change, especially under noncrisis conditions. this effort collapses somewhere in the hierarchy" (K. Imai, I. Nonaka, H. Takeuchi)

"Scrum exposes every cultural dysfunction that impedes developing software [...] It is not an approach or process that can be modified to fit the existing organizational culture; the culture must change to enable Scrum" (K. Schwaber, J. Sutherland)

“We cannot become what we need by remaining what we are.” (John C. Maxwell)

Why Agile Works

1. The customer's representative is in the driver's seat

2. Quick reaction to the changing market and needs

3. More visibility

4. Ideal environment for development

5. Self-manged teams

6. Removes confusion and distraction

7. No fortune tellers; Plan as you go

8. Issues are less disruptive

9. Continuous improvement

The 10 Golden Rules for Successful Agile Projects (by Keith Richards)

https://www.youtube.com/watch?v=P84PqqJV7Es

No. 1: Define the project objective in less than 10 words, You must start with the end in mind, You need to know exactly where you are going, The business case is your best friend, This will take you a long time to do, It will help you to kill a project going nowhere, The scope of the project will map on to this., TIP, Can you write the project objective on a Post-it note with a flip chart marker?

No. 2: Build a team with those who say ‘can’, A lot of being agile is about options, If you get the right people you are half way there, Choose the right person above the right skill set, “If you think you can’t, you’re right” - Carol Bartz, You need collaboration and team spirit., TIP, Ask a team member this question: Can I ask a favour?

No. 3: Go slow early to go fast later, This is counter intuitive, How much ‘DUF’ is enough? Answer EDUF!, Build from firm foundations, You must avoid analysis paralysis, Try and spot early solutioneering., TIP, Ask yourself: Is it safe to move on?

No. 4: Look backwards to go forwards, Learn your lessons - both good and bad, Evolve the process - it has to evolve, If it doesn’t work - do something else!, Try this! - Review, Plan, Do, Share your experiences with other teams., TIP, Ask yourself how many of your projects have ended with a project review., The answer should be ‘all of them’!

No. 5: Change is great!, You need to anticipate change and embrace it, This allows a more accurate solution to result, Do not confuse the breadth of the scope with the depth, Evolve and converge on the solution with the right kind of change., TIP, How do you feel when a customer says “I’ve changed my mind”?

No. 6: To be understood, seek first to understand., Command and control may not work with Agile, Facilitation is a core competency, Big ears, big eyes, small mouth, You have to play with the cards you are dealt, This will give you ownership., TIP, Try the 10 second silence when getting a progress update - nothing else can compete with it!

No. 7: Collect Actuals – this is the oxygen for your project, ‘You cannot control what you cannot measure’ - Tom de Marco, Meten is weten - to measure is to know, Start now - build a metrics database, Keep it simple to start with, Calibrate your estimates., TIP, Do you know (to the nearest day) how much time was spent on testing during your last project?

No. 8: Use fat communication channels, Shift the communication traffic to bigger pipes, The written word is a silent killer, Go visual, Use workshops, “Never write when you can talk. Never talk when you can nod. And never put anything in an email“ (Eliot Spitzer), TIP, Try turning a document over and take a look at what is on the back

No. 9: Work hard at controlling what you can’t control, Continuously manage external risks, You may get your team right but what about 3rd parties?, Are they playing by the same rules as you?, Get the team involved, Be ‘a bit of a worrier’., TIP, Actively manage your risk log - it is not a storage area

No. 10: One more day? NO! We’ll catch up? NO!, Time focus is your greatest weapon, Force the issue – understand your condition, Timeboxes not milestones, If you are going to fail – fail early, Prioritise with MoSCoW – it should be natural., TIP, Set a deadline and hit it - never extend it, not even once!

PRINCE2 Agile

by Keith Richards; 2015

https://www.axelos.com/qualifications/prince2-qualifications/prince2-agile

Management 3.0

https://management30.com/

Beyond Budgeting

http://bbrt.org/

Product Development Flow

The Vanguard Method

by John Seddon

https://www.vanguard-method.com/

https://en.wikipedia.org/wiki/The_Vanguard_Method

Radical Management

by Steve Denning

https://en.wikipedia.org/wiki/Steve_Denning

Theory of Constraints

by Eliyahu M. Goldratt; 1997

https://en.wikipedia.org/wiki/Theory_of_constraints

Enterprise Transition Framework (ETF)

by agile42

http://www.agile42.com/en/agile-transition/etf/

The Mikado Method

http://www.amazon.com/Mikado-Method-Ola-Ellnestam/dp/1617291218

Holocracy

by Brian Robertson; 2007

http://www.holacracy.org/

https://en.wikipedia.org/wiki/Holacracy

Evo methodology

by Tom Gilb; 1990s

Managed Agile Development Framework

by Charles G. Cobb; 2013

hybrid project-level framework

Agile Assessment Tools (a.k.a. Maturity Models)

DSDM/AgilePM Project Health Check Questionnairr (PHCQ)

by Miroslaw Dabrowski

Evidence Based Management (EBM)

by Ken Schwaber

http://www.ebmgt.org/

Comparative Agility

by Cohn

https://comparativeagility.com/

Agile and Lean Forrester’s assessment framework

by Forrester

https://www.forrester.com/Determine+If+Youre+Agile+And+Lean+Enough/fulltext/-/E-RES72701

Agile Realized Benefits & Improvements (AgileRBI)

by DavisBase Consulting

Scaled Agile Framework assessments

by Dean Leffingwell

http://www.scaledagileframework.com/new-team-and-release-train-self-assessments/

Agile Adoption Index

by Ahmed Sidky

http://agile2007.agilealliance.org/downloads/presentations/AgileAdoption_489.pdf

Sidky Agile Measurement Index (SAMI)

by Ahmed Sidky

Agile Journey Index (AJI)

by AgileBill Krebs

XP Evaluation Framework (XP:EF)

by AgileBill Krebs, Laurie Williams

Agile Coach Health Assessment

by Agile Transformation Inc.

http://www.agilityhealthradar.com/agile-coach-health-assessment/

TeamHealth Retrospective Assessment

by Agile Transformation Inc.

http://www.agilityhealthradar.com/teamhealth-assessment/

Recipes for Agile Governance in the Enterprise (RAGE)

https://www.cprime.com/rage/

Sociocracy 3.0

http://sociocracy30.org/

Liquid Organization Model

http://p2pfoundation.net/Liquid_Organization_Model

http://www.amazon.com/Liquid-Organization-Routledge-Management-Organizations/dp/0415706629

The Open Organization

https://www.redhat.com/en/explore/the-open-organization-book

The Agile Software Development Lifecycle

by BearingPoint / infonova, 2016

Agile Project Management

by Trans-Atlantic Consulting Group BV; Polychor, 2014

http://polychor.com/