©Alistair Cockburn The 2005 “Declaration of InterDependence” Alistair Cockburn

©Alistair Cockburn A little history : “Agile” manufacturing characterized without strategies 2001: “Agile” software development coined, with strategies 2005: “Agile” project leadership coined, with strategies

©Alistair Cockburn The 1991 “Agile Manufacturing Report” “21st Century Manufacturing Enterprise Strategy” (Iacocca Institute 1991). U.S. Congress-initiated study that determined that business needs for the 1990s + would not be efficiency in implementation, but agility in response to changing needs. (True enough !) Kidd characterizes the agile (or adaptive) enterprise with: Develop and exploit capabilities to thrive and prosper in a changing, nonlinear, uncertain and unpredictable business environment. Dove: "Being Agile means being proficient at change.” No strategies identified for succeeding at this goal.

©Alistair Cockburn The 2001 “Agile Software Development Manifesto” “We are uncovering better ways of developing software 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 on the right, we value the items on the left more.” (plus 12 principles)

©Alistair Cockburn In 2001—The Agile Manifesto Kent Beck Mike Beedle Arie van Bennekum Alistair CockburnWard CunninghamMartin Fowler James GrenningJim HighsmithAndrew Hunt Ron JeffriesJon KernBrian Marick Robert C. MartinSteve MellorKen Schwaber Jeff SutherlandDave Thomas primarily for software

©Alistair Cockburn In 2005—The Declaration of Interdependence David AndersonSanjiv AugustineChristopher Avery Alistair CockburnMike CohnDoug DeCarlo Donna FitzgeraldJim HighsmithOle Jepsen Lowell LindstromTodd LittleKent McDonald Pollyanna PixtonPreston Smith Robert Wysocki for project management, product management all products or project types (deliberate overlap from the agile manifesto)

©Alistair Cockburn The 2005 “Declaration of InterDependence” “We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices.”

©Alistair Cockburn Construction of the 6 parts of the DoI

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We increase return on investment by making continuous flow of value our focus…” 1. Focus on value being created (not tasks completed). 2. Make the unit of value in the flow ideally a single unit.

©Alistair Cockburn Example of tracking value in single-unit flow iterations functions completed expected done Progress in burn-up chart Estimation of relative size in ideal work-weeks

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We deliver reliable results by engaging customers in frequent interactions and shared ownership…” 3. Engage the customers in frequent interaction. 4. Strive to get shared ownership.

©Alistair Cockburn The Declaration of Interdependence as a 12-step process 5&6: “We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.” Is this possible, or just wishful thinking?

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We increase return on investment by making continuous flow of value our focus…” 7. Build incrementally, with early integration to uncover mistakes early. (this is old, old, old news, and still not done much)

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We expect uncertainty and manage for it through iterations, anticipation, and adaptation. “ 8. Anticipate what you can (use the information you already have, silly!) 9. Adapt to inevitable surprises using feedback loops local & global, in both time & space.

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We improve effectiveness and reliability through situationally specific strategies, processes and practices.” 10. Use situationally specific strategies (no single formula).

©Alistair Cockburn The Declaration of Interdependence as a 12-step process “We boost performance through group accountability for results and shared responsibility for team effectiveness.” 11. Everyone is in it together, create single accountability for results (and skip the blame game) 12. Help everyone to feel shared responsibility for team effectiveness.

©Alistair Cockburn The Declaration of Interdependence as a 12-step process 1. Focus on value being created (not effort). 2. Make the unit of value in the flow ideally a single unit. 3. Engage the customers in frequent interaction. 4. Strive to get shared ownership. 5. Recognize that individuals are the ultimate source of value. 6. Create an environment where they can make a difference. 7. Build incrementally. 8. Anticipate what you can (use the information you already have, silly!) 9. Adapt to inevitable surprises using feedback loops local & global in time & space. 10. Use situationally specific strategies (no single formula). 11. Everyone is in it together, create single accountability for results and skip the blame game. 12. Help everyone to feel shared responsibility for team effectiveness.

©Alistair Cockburn For more information