In agile, we have broad ambitions with no defining principles. We often talk about agile teams, people, departments, organizations and political campaigns, as if the definition of "agile" was obvious. And yet the Agile Manifesto and its principles were written for software development teams. Furthermore, many CEOs tell us how agile they are, because "we can move teams around on a whim" or because "we run sprints every week," but their teams can't produce working products rapidly, increasingly add technical debt, or shamble into work demoralized. Until we frame agile concepts around more general principles and modern psychological and system science research, our best advice will remain marginalized as the dreams of "software zealots."

This workshop introduces five Agile Base Patterns in the Agile Canon that seem universal or implied across specialized agile methodologies like Scrum, XP, SAFe, Lean/Kanban, GTD, PDSA/PDCA, Quantified Self and Pomodoro. Agile entities ...

* Measure Economic Progress,
* Adaptively Experiment for Improvement,
* Limit Work in Progress,
* Embrace Collective Responsibility, and
* Solve Problems Systemically.

We believe all agile practices fit neatly into these Agile Base Patterns, and waterfall violates every one. We’ll explore these base patterns and some interesting sub-patterns, such as *Feedback Loop*, *Backlog*, *Chunking*, *Root Cause Mapping* and *Information Radiator*. Leaders at all levels need a deep understanding of agility to provide effective coaching to Agile teams and protect agility from hostile forces. Leaders can easily apply these scale-free patterns to marketing, finance, business development, sales, military combat, corporate governance, strategic projects, personal projects, and, you guessed it, software development.

As an exercise, we will consider random questions from agile user groups, and whether these leadership patterns help answer the questions. We'll brainstorm lower-level patterns, perhaps contradict or add to the base patterns. We'll talk about some of the nuances that the fundamentals reveal. For example, did you know there are four types of learning feedback, and one common used form of feedback leads to lower performance?

Additional Resources

About the Speaker(s)

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Jeff Sutherland, the inventor and Co-Creator of Scrum, started his career as a fighter pilot in the U.S. Air Force where he achieved Top Gun status in 1967 and flew 100 combat missions over North Vietnam. After 11 years as a pilot, he joined the faculty of the University of Colorado Medical School where he received his Doctoral degree. As Asst. Prof.of Radiology, Biometrics, and Preventive Medicine he co-founded the Center for Vitamins and Cancer Research under the sponsorship of Nobel Laureate Linus Pauling and for eight years was the Principle Investigator of a National Cancer Center research grant that ran all IT programs and research for the Colorado Regional Cancer Center. In 1983 he joined a banking company that operated 150 banks throughout North America where he was VP of Advanced Systems and General Manager of their ATM Business Unit. Noticing that waterfall processes at the bank were not working, he implemented the first prototype of Scrum for organizational transformation of a business unit. He has been VP of Engineering and CTO or CEO of eleven software companies. In the first four companies he prototyped Scrum and in the fifth company created Scrum as we now see it used in 74% of Agile software companies in over 100 countries. In 2006, Sutherland established his own company, Scrum, Inc. now recognized as the premiere source of Scrum Training in the world. He is also chair of the Scrum Foundation and Senior Advisor and Agile Coach to Openview Venture Partners. His latest book, Scrum: The Art of Doing Twice the Work in Half the Time," describes how he used his background and experience to create the most widely used Agile practice in industry today.