© 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
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Manifesto for Agile Software Development
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Great, so what is wrong with that?
… for Systems Engineering
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Measuring the change
No change
Wording
Intent
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
7. Working software is the primary measure of progress.
Demonstrable capability is the primary measure of progress.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
9. Continuous attention to technical excellence and good design enhances agility.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
10. Simplicity--the art of maximizing the amount of work not done--is essential.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
11. The best architectures, requirements, and designs emerge from self-organizing teams.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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…
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
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
© 2013 IBM Corporation
A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
What next?
Agree on the principles
Methodologies – what can we learn from the software experience?
INCOSE International WG exists
UK Working group?
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