A proposed agile systems engineering manifesto

© 2013 IBM Corporation

A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013

A proposed Agile systems engineering manifestoHazel Woodcock and Jon Chard, IBM Rational

[email protected] [email protected]



Manifesto for Agile Software Development


We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

Kent BeckMike Beedle

Arie van Bennekum

Alistair CockburnWard

CunninghamMartin Fowler

James GrenningJim HighsmithAndrew HuntRon Jeffries

Jon KernBrian Marick

Robert C. MartinSteve Mellor

Ken SchwaberJeff SutherlandDave Thomas

© 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.


A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013

Principles behind the Agile Manifesto

We follow these principles:

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.



Great, so what is wrong with that?

… for Systems Engineering



Why rethink the manifesto and not just tweak a methodology?

"Agile is a mindset: defined by values, guided by principles, manifested through many different practices."

―Ahmed Sidky. co-author of Becoming Agile in an Imperfect World.



Measuring the change

No change

Wording

Intent



Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

Individuals and interactions over processes and toolsDemonstrable capability over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan



1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Our highest priority is to satisfy the customer through early and regular delivery of demonstrable capability.



2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Welcome managed change to 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.

Deliver actual or modeled functionality frequently, from a couple of weeks upwards, with a preference to the shorter timescale.



4. Business people and developers must work together daily throughout the project.

Business people and the project team 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.

Use the most efficient and effective method of conveying information to and within a development team, from face-to-face to

social business tools and collaborative design tools.



7. Working software is the primary measure of progress.

Demonstrable capability 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.

Agile processes promote sustainable development. The sponsors, project team, 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.



Change summary

Item Change

Manifesto

1. … satisfy the customer through… delivery

2. … harness change for the customer’s competitive advantage

3. Deliver … frequently

4. … work together …

5. … trust…

6. … most efficient and effective method

7. …primary measure of progress

8. … sustainable development

9. Continuous attention …

10. Simplicity

11. …self-organizing teams

12. … reflects on how to become more effective…



With so little change, was that really worthwhile?

YES!

This is a set of principles to work to

This underpins the culture of the project team

With strong foundations, it is possible to build bigger

“Is it better to spend your time understanding principles or studying practices? We observe that the best results come from combining the two approaches. Copying practices without understanding the underlying principles has a long history of mediocre results.” —Mary & Tom Poppendieck, Implementing Lean Software Development, Chapter 2 – Principles



What next?

Agree on the principles

Methodologies – what can we learn from the software experience?

INCOSE International WG exists

UK Working group?

A proposed agile systems engineering manifesto

Technology

Transcript of A proposed agile systems engineering manifesto