0. Brown Bag Sessions
Agile Manifesto, XP, Scrum, Beck, Fowler, Martin, Cunningham, Thomas, Jeffries, Highsmith, Cockburn, Schwaber, Sutherland, …
© Pat Boens – All rights reserved for all countries – 14/11/2016

1. A Global Overview Brown Bag #1: Recap Waterfall
The New New Product Development Game
Agile before Agile
Brown Bag #2
Recap of Brown Bag #1
The Names in the Agile Manifesto: Beck, Fowler, Martin, Cunningham, Thomas, Jeffries, Highsmith, Cockburn, Schwaber, Sutherland, …
The Agile Manifesto: Values and Principles
Technical Excellence
Brown Bag #3
XP, then Scrum, then Money
How Scrum took the world by storm

2. Recap

3. Waterfall, the New New Product Development Game, Agile before Agile
Winston Royce advocated the idea of loops and iterations already in The way he conceived software engineering was not exactly what the industry has done with the so-called “Waterfall Model”. His seminal paper was, for a large part, very much misunderstood.
Takeuchi and Nonaka, in 1986 in the Harvard Business Review, have revealed a new way to conceive new products: with small teams, operating end-to-end, self-organized and self-ruled. It is the first usage of the “Rugby” metaphor and the first appearance to “Scrum”. That’s where the Scrum methodology is all rooted.
Agility existed BEFORE the term “Agile” was coined! XP was already around, DSDM was around, Scrum was around, etc. Many people around the globe used lighter methods (lightweight methodologies), which all produced better results than the heavyweight waterfall ones. 17 people, all gurus in their field, met in Utah in After two days of meetings and ski, they came up with 4 values and 12 principles that are forming the core of what we call “Agile” today.

4. Waterfall … Figure 2 of Royce … Birth of the Waterfall Model

5. Waterfall … Figure 3 of Royce … and here is the concept of iterations

6. Waterfall … Figure 4 of Royce … iterations are not confined to successive steps

7. The New New Product Development Game
Jan-Feb 1986, Create “New Product”, Canon, Honda, Fuji-Xerox, NEC, Epson, Brother, Xerox, 3M, and Hewlett-Packard, IBM …, “Instead, a holistic or “rugby” approach–where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements” (page 2 and 3), “Moving the Scrum Downfield” (page 4) = basis of Scrum, “Under the rugby approach, the product development process emerges from the constant interaction of a hand-picked, multidisciplinary team whose members work together from start to finish.” = basis of all Agile methods
“it offers a project team a wide measure of freedom and also establishes extremely challenging goals”, “pushing people against the wall and pressuring them almost to the extreme.”
“The project team begins to operate like a start-up company—it takes initiatives and risks, and develops an independent agenda.”, “A group possesses a self-organizing capability when it exhibits three conditions: autonomy, self-transcendence, and cross-fertilization.”, “would develop the product by ourselves and also be responsible for manufacturing, selling, and servicing it on our own” = DevOps (shadow of the future)

8. The New New Product Development Game
“This pulse serves as the driving force and moves the team forward.” = sprint/iteration; “the quickness of the pulse varies in different phases of development. The beat seems to be the most vigorous in the early phases and tapers off toward the end” ≠ Agility uses a single cadence, not permitting any variation. Appropriate?, “When we are debating about what kind of concept to create, our minds go off in different directions and list alternatives. But when we are trying to come to grips with achieving both low cost and high reliability, our minds work to integrate the various points of view.”  Lean Start Up: innovation, divergence and convergence phases
“Most people do get along, thanks to our common set of values” = FROCC; “Encouraging engineers to go out into the field and listen to what customers and dealers have to say” = Lean “Go and See”, MBWA, Agile value of “Customer collaboration”; “Establishing an evaluation and reward system based on group performance” = “Beyond-Budgeting” movement, “Tolerating and anticipating mistakes. […] The key lies in finding the mistakes early and taking steps to correct them immediately” = “Fail Fast” paradigm, Kaizen/Retro, Andon cord; “we dismantle the project team, leaving only a few people to follow through” = “Long-Lived Teams”

9. The Agile Manifesto

10. Agile Manifesto: XP, Scrum, Beck, Fowler, Martin, Cunningham, Thomas, Jeffries, Highsmith, Cockburn, Schwaber, Sutherland, …

11. The Agile Manifesto: 17 Consultants meet in 2001 to discuss Software Engineering Practices
17-Consultant Gang: Kent Beck, Ward Cunningham, Robert C. Martin, Ron Jeffries, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Dave Thomas, Jon Kern, Brian Marick, Steve Mellor, Ken Schwaber, Jeff Sutherland
“Agile” as a “noun” was coined at that time : a spark of genius.
Lightweight methods started before 2001, but wasn’t known as “Agile”
XP, Scrum, DSDM, Crystal, …

12. The Agile Manifesto: 17 Consultants meet in 2001 to discuss Software Engineering Practices
Since then, there are (of course) more names to consider such as:
Mike Cohn
Bertrand Meyer
Barry Boehm
Jim Coplien
Craig Larman & Bas Vodde
Mary and Tom Poppendieck
Henrik Kniberg
Jez Humble
Dean Leffingwell
David Anderson
Jeff Patton
Adrian Cockcroft …

13. Agile: The Books

14. Agile: The Books

15. Kent Beck: Extreme Programming
XP was kinda “first”
It is very much oriented towards Technical questions
The big idea: iterate incrementally, simplify (sometimes to the extreme), test first and tests = development, small group of individuals, self-organized, constant link with customer

16. Ward Cunningham: Extreme Programming + inventor of the Wiki + Object Orientation
@WardCunningham on Twitter

17. Robert C. Martin: “Uncle Bob” – XP Technical Excellence – Mr. Clean
My hero!
Manifesto for Software Crafftmanship (
Not only working software, but also well-crafted software
Not only responding to change, but also steadily adding value
Not only individuals and interactions, but also a community of professionals
Not only customer collaboration, but also productive partnerships
The land that Scrum Forgot:

18. Ron Jeffries: Extreme Programming
XP First, then generalist
one of the best sites for ideas revolving around Agility

19. Alistair Cockburn: Crystal
Crystal (his own method)
BIG IDEA OF CRYSTAL = ????

20. Martin Fowler: Extreme Programming + Object Orientation
XP oriented first
One of the most prolific and respected authors; still very active
Not a lot of sympathy for Scrum

21. Jim Highsmith: Development + Project Management

22. Andrew Hunt: one the pragmatics No Religion … except pragmatism
Founded the Pragmatic Bookshelf with Dave Thomas

23. Dave Thomas: Pragmatic Dave
One of my favorites!
Agile is Dead: (

24. Brian Marick: Testing, Testing, Testing
No longer a lot of influence; not many books or articles

25. Ken Schwaber: Scrum (https://www.scrum.org/)
Definitely, NOT my favorite: too many religious statements. I always feel they have something to sell. But very good methodology
Scrum has taken over from XP as the agile method of choice
The big idea: short sprints, daily scrum, freeze requirements during sprints, 3 roles, 4 ceremonies, user stories, Definition of Done, Sprint Review, Retrospective, all or nothing,
Incomplete without XP (see “The Land that Scrum Forgot”)

26. Jeff Sutherland: Scrum (https://www.scruminc.com)
Indiquer sa reconnaissance des origines de Scrum dans le papier du HBR
As to avoid discrepencies, Jeff Sutherland and Ken Schwaber have jointly created the Scrum Guides:

27. Others… Mike Cohn (https://www.mountaingoatsoftware.com)
Bertrand Meyer (
Barry Boehm (

28. Others…
Jim Coplien (
Craig Larman(LeSS) (
Bas Vodde (LeSS)

29. Others…
Mary and Tom Poppendieck (
Henrik Kniberg (Spotify) (
Jez Humble (Chef) (

30. Others… Dean Leffingwell (SAFe) (http://www.scaledagileframework.com/)
David Anderson (
Jeff Patton (

31. Agile Manifesto: the Values

32. The Agile Manifesto: Values and Principles
Values: general assumptions framing the agile view of the world
Principles: core agile rules, organizational and technical
The principles follow from the values; the practices, roles and artifacts follow from the principles

33. The Agile Manifesto: Values
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.

34. Agile Manifesto: the Principles

35. The Agile Manifesto: 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.

36. Agile Manifesto: free discussion

37. Reading Corner
The Agile Manifesto (17 gurus meet and create the Agile Manifesto – 2001):
Embracing Agile:
Continuous Delivery:
SAM’s Reading Corner:
SAM’s Brown Bag Session #1:
SAM’s Brown Bag Session #2: