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- Our next lesson is to
support The Agile Manifesto.

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It's been a while.

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The Agile Manifesto was written in 2001,

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you may know the history
of that, you may not.

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A bunch of people who
were working really hard

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to improve software development outcomes

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got together and agreed on
just a few simple things.

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And they're so powerful,
I think they unlocked

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the intrinsic motivation
of people doing that work.

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And it says, we're uncovering better ways

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of developing software by doing
it and helping others do it.

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Hey, I think we still are.

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I think the Agile Manifesto
says we have room to roan

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and we have room to grown.

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Through this work we've come to value

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individuals and interactions
over processes and tools.

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People trump process every time.

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Working software over
comprehensive documentation.

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It doesn't mean you don't need
comprehensive documentation,

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that might be a patent filing,

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but the patent's not gonna be any good

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if the device doesn't work.

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So consequently, the value system

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is heavily weighted on the left.

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But over does not mean
instead of, as we well know.

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Customer collaboration
over contract negotiation.

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Be better to collaborate.

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Responding to change
over following a plan.

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Also important to note,

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that we don't wanna
skip that last sentence.

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While there is value in
the items on the right,

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we value the items on the left more.

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So there is value in these things.

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This does not mean instead of.

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So we don't wanna take a
insane fundamentalist view

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and say, this is all we value.

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We value this too, but
the weight is over here.

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When push comes to shove,

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I'm gonna lean on people
rather than process.

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And if the process is broken,
what will good people do?

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They'll address the process.

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That's the Manifesto, I
think everybody's seen that.

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I mean, probably a lot of people are tired

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of talking about it and
probably a lot of people

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are tired of hearing about it.

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But if it's just the
front of the Manifesto,

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the rest of the Manifesto
are the 12 principles,

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and they're far more interesting.

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I'm not gonna read them to
you because that would be

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kind of boring for me to read you all 12.

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But, I'm gonna look at them

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from a slightly different perspective.

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So, you can see them here.

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First priority, changing
requirements, frequent delivery,

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working together throughout the project.

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Build projects around
motivated individuals.

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Most efficient and effective
method of conveying information

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that's face to face,

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Working software is the
primary measure of progress.

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Sustainable development,
technical excellence,

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simplicity, best
architectures, requirements,

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and designs emerge from
self organizing teams.

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At regular intervals,

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the team reflects on how
to become more effective.

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Now, here's a question.

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It's not 2001 anymore.

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We're building incredibly large systems.

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Does the Manifesto still work?

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Is that maybe some old school thinking?

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You know, 16, 18 years back we believed

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that a small team could have these values.

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Or, does it still apply?

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It's not for me to say.

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I'm gonna ask you that same question.

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So in class, it's a
little more interesting

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cause we can do this as a group.

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But, take a few minutes,
no more than five or 10.

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Review the principles
behind the Manifesto.

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Mark each works as is.

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Requires rethinking for scale.

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What conclusions do you reach?

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I'm gonna give you a
couple minutes to do that.

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And then I'm gonna come back and tell you

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what the classes tell me.

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In building that device,
satellite or medical device,

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is working software or
working system the primary

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measure of progress?

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Absolutely, you're gonna see that

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in one lean ads or principles.

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Do we need sustainable development?

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Seems to me, even more so.

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The bigger the system,

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the more sustainable we need to do

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cause we're truly in
this for the long haul.

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We're gonna build medical
devices of that type

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and address cancer, deliver chemotherapy,

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or build an infusion pump,
or ventilator, or whatever.

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Indefinitely, we need that
work to be sustainable.

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Is continuous attention
to technical excellence

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and good design important?

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As you scale, wouldn't
you think even more so?

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Because as you build these
systems that are built upon

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components of other systems,

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it becomes even more critical.

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And, the system itself
becomes more critical.

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Simplicity, the art of
maximizing the amount

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of work not done, is that essential?

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The bigger the system,
the more essential it is.

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Not only are we finding
that these resonate,

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we need to amplify their criticality

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as we scale up Lean Agile development.

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Best architectures,
requirements, and designs emerge

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from self organizing teams.

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Do we still believe that?

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The system gets bigger, what's my team?

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Is it just the team that did a component?

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Or, is it team of teams
that build the system?

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The bigger the system is,
the larger the team is.

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So if that's the team
that builds the system,

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do I believe that the best architectures,

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requirements, and designs
for people building

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a medical device come from
self organizing teams?

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I absolutely do.

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But, I believe that's the team of teams.

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And the right technical
expertise on that team of teams

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to come to the right conclusion.

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So, do I believe that we need to reflect

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at regular intervals?

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Absolutely, built right into the model.

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So, hopefully this is an
exercise that helps you

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go back to the Manifesto, fast forward,

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put in the context of
a really large system,

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and saying, "Not only does it apply,

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"it's even more critical in
building really large systems

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"than it is for the teams it
was originally designed for."

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So in this lesson, we've
explored the House of Lean

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as the foundation of a Lean Agile mindset.

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We've reviewed how to apply and support

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the values and principles
of the Agile Manifesto

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while building systems of scale.

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And it think perhaps most importantly,

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we've discovered that
not only did it apply,

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we need to amplify that
belief system to deliver

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larger systems in a lean and agile manner.