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Bibliography Jim Highsmith

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Jim Highsmith is a renowned expert in agile project management and leadership with over 25 years of experience. He was one of the original signatories of the Agile Manifesto and helped pioneer agile approaches. Highsmith believes that agile leaders focus on adapting to changes rather than rigidly following a plan. He has authored several influential books on agile topics and advocates for balancing ideals with practical implementation. Highsmith continues to encourage innovation in agile methods and bridging differences between various approaches.

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Jim Highsmith A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.
Experience 25 years experience as an IT manager, project manager, product manager, consultant, and software developer. Consulted with IT, software, and product-development companies in the U.S., Europe, Canada, Japan, India, SouthAfrica, Australia, and New Zealand Help them adapt to an accelerated pace of development in increasingly complex, unstable environments. Adaptive Software Development Agile Software Development Ecosystems 2 BS (Electrical Engineering) MS (Management) World-renowned consultant IT Software and Project Development Industries
Work Coauthor of the Agile Manifesto Founding member and on the first board of The Agile Alliance Coauthor of the Declaration Interdependence 1 2 4 Industry Contributions & Affiliations 3 Cofounder and first president of the Agile Leadership Network 3
Publications Adaptive Leadership Accelerating Enterprise Agility (Addison-Wesley 2013). Agile Project Management Creating Innovative Products (Addison- Wesley 2004, 2009) Agile Software Development Ecosystems (Addison- Wesley, 2002) 1 2 3 Published several articles and books.A selection are: 4 Adaptive Software Development Managing Complex Systems(Dorset House, 2000) Co-editor, with Alistair Cockburn Agile Software Development Series of books 4 5
Agile Manifesto for Agile Software Development Agile is MINDSET | Designed by 4VALUES | Defined by 12 PRINCIPLES | Manifested Through UNLIMITED NUMBER OF PRACTICES 5
Awards and recognition Highsmith was one of the 17 original signatories of the Agile Manifesto 2005 International Stevens Award 2000 Jolt Award 6
Legacy Insights posts The Future of Agile Agile Bureaucracy What is Agility? Dispelling Myths Reducing CycleTime Change is not Change 7
The Future of Agile: Innovators, Imitators, and Idiots • Encouraged: DevOps, continuous delivery, Lean, Kanban,Agile/Adaptive Leadership, and more • Esoteric arguments—they care about results. Idealism and innovation - vibrant movement, but balanced dose of practicality. • The power and attractiveness - lies in its values; Agile Manifesto and Declaration of Interdependence. • Scrum teams - Scrum framework - Sister approaches of lean, Extreme Programming, Kanban, Feature-Driven Development, DSDM, Crystal,Adaptive, and more. -Mike Cohn • Agile values and principles, continuing to innovate, balancing b/w idealism and practically and unify rather than splinter. 8
Agile Bureaucracy: When Practices become Principles • Rigid interpretations of the principles. E.g.: Deliver working software frequently, from a couple of weeks to a couple of months. • Practices become static and then elevated to the level of principle — something that can’t be violated. E.g.: A good practice, “daily standups” • Good practices become bad principles. E.g.:You can’t do that because it’s against our company or team’s principles. • Pseudo-principles effect: Good principles can be misapplied. • Principles are invaluable to teams and organizations. E.g.: Agile movement has been so successful, its foundational principles expressed. 9
What is Agility ? • Agility in two statements: • Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. • Agility is the ability to balance flexibility and stability. • Agility connotes a lack of structure, but the absence of structure creates chaos • Complexity theory tells us that innovation. • Understand factors require stabilization and ones encourage exploration. 10
[Webinar] - Dispelling myths about scaling agile projects • Agile scaling myth goes: • Agile development works well for smaller projects, but doesn’t scale to larger ones • At what size does delivering value to customers fail to be important? • Can large organizations afford to be inflexible, rigid, and unresponsive?” • Webinar provides a framework by focusing on three key issues: • Practices and processes as complexity and uncertainty increase. • Teams on the critical issue of customer value. • From single self-organizing, collaborative teams to of self-organizing, collaborative teams of teams . 11
Reducing Cycle Time • Radical reductions in cycle time - rapid business responsiveness and Continuous Delivery. • If it’s hard to do, do it more often! From lean manufacturing. • How can we do something frequently? - combination of simplification, eliminating constraints, and automation. • Goldratt’s theory of constraints - process bottlenecks. • Q/A : How could we simplify this process or activity OR What can we eliminate or streamline in order to reduce the time to do this from 6 weeks to 1. • Automation always comes to mind as an enabler to doing things more often. • Espouses the agile value of responding to change. 12
Change is not Chang e • Fail to recognize at times is that change isn’t change. • Different tools—different levels of innovation—to address each, classifications incremental, differentiating, and disruptive. • Incremental change: Product, practice, or process. • Differentiating changes: Differentiation from the competition - short-to-medium timeframe. • Disruptive change:Toughest change to respond - cause companies to fail if they don’t respond appropriately. • Innovating to create an entirely new market, or change the market economics substantially - Clayton Christensen in his book The Innovator’s Dilemma. • Gets much harder - we move - from incremental to differentiating to disruptive. 13
Quotes: 1.The Future of Agile: Innovators, Imitators, and Idiots 2. Agile Bureaucracy:When Practices become Principles 3.What is Agility? 4. [Webinar] Dispelling myths about scaling agile projects 5. Reducing CycleTime 6. Change is not Change 7.Thoughtworks 8. Revolvy for biography 14 References: “In an agile project the team takes care of the tasks and the project leader takes care of the team.” ― Jim Highsmith “At the core of healthy team relationships is trust and respect.” ― Jim Highsmith
Presented By: Muhammad Ahsan Misbah 18K-0732 DaniyalJamil 18K-0712 Shahzad Mehmood 18K-0715 15

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Bibliography Jim Highsmith

  • 1. Jim Highsmith A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.
  • 2. Experience 25 years experience as an IT manager, project manager, product manager, consultant, and software developer. Consulted with IT, software, and product-development companies in the U.S., Europe, Canada, Japan, India, SouthAfrica, Australia, and New Zealand Help them adapt to an accelerated pace of development in increasingly complex, unstable environments. Adaptive Software Development Agile Software Development Ecosystems 2 BS (Electrical Engineering) MS (Management) World-renowned consultant IT Software and Project Development Industries
  • 3. Work Coauthor of the Agile Manifesto Founding member and on the first board of The Agile Alliance Coauthor of the Declaration Interdependence 1 2 4 Industry Contributions & Affiliations 3 Cofounder and first president of the Agile Leadership Network 3
  • 4. Publications Adaptive Leadership Accelerating Enterprise Agility (Addison-Wesley 2013). Agile Project Management Creating Innovative Products (Addison- Wesley 2004, 2009) Agile Software Development Ecosystems (Addison- Wesley, 2002) 1 2 3 Published several articles and books.A selection are: 4 Adaptive Software Development Managing Complex Systems(Dorset House, 2000) Co-editor, with Alistair Cockburn Agile Software Development Series of books 4 5
  • 5. Agile Manifesto for Agile Software Development Agile is MINDSET | Designed by 4VALUES | Defined by 12 PRINCIPLES | Manifested Through UNLIMITED NUMBER OF PRACTICES 5
  • 6. Awards and recognition Highsmith was one of the 17 original signatories of the Agile Manifesto 2005 International Stevens Award 2000 Jolt Award 6
  • 7. Legacy Insights posts The Future of Agile Agile Bureaucracy What is Agility? Dispelling Myths Reducing CycleTime Change is not Change 7
  • 8. The Future of Agile: Innovators, Imitators, and Idiots • Encouraged: DevOps, continuous delivery, Lean, Kanban,Agile/Adaptive Leadership, and more • Esoteric arguments—they care about results. Idealism and innovation - vibrant movement, but balanced dose of practicality. • The power and attractiveness - lies in its values; Agile Manifesto and Declaration of Interdependence. • Scrum teams - Scrum framework - Sister approaches of lean, Extreme Programming, Kanban, Feature-Driven Development, DSDM, Crystal,Adaptive, and more. -Mike Cohn • Agile values and principles, continuing to innovate, balancing b/w idealism and practically and unify rather than splinter. 8
  • 9. Agile Bureaucracy: When Practices become Principles • Rigid interpretations of the principles. E.g.: Deliver working software frequently, from a couple of weeks to a couple of months. • Practices become static and then elevated to the level of principle — something that can’t be violated. E.g.: A good practice, “daily standups” • Good practices become bad principles. E.g.:You can’t do that because it’s against our company or team’s principles. • Pseudo-principles effect: Good principles can be misapplied. • Principles are invaluable to teams and organizations. E.g.: Agile movement has been so successful, its foundational principles expressed. 9
  • 10. What is Agility ? • Agility in two statements: • Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. • Agility is the ability to balance flexibility and stability. • Agility connotes a lack of structure, but the absence of structure creates chaos • Complexity theory tells us that innovation. • Understand factors require stabilization and ones encourage exploration. 10
  • 11. [Webinar] - Dispelling myths about scaling agile projects • Agile scaling myth goes: • Agile development works well for smaller projects, but doesn’t scale to larger ones • At what size does delivering value to customers fail to be important? • Can large organizations afford to be inflexible, rigid, and unresponsive?” • Webinar provides a framework by focusing on three key issues: • Practices and processes as complexity and uncertainty increase. • Teams on the critical issue of customer value. • From single self-organizing, collaborative teams to of self-organizing, collaborative teams of teams . 11
  • 12. Reducing Cycle Time • Radical reductions in cycle time - rapid business responsiveness and Continuous Delivery. • If it’s hard to do, do it more often! From lean manufacturing. • How can we do something frequently? - combination of simplification, eliminating constraints, and automation. • Goldratt’s theory of constraints - process bottlenecks. • Q/A : How could we simplify this process or activity OR What can we eliminate or streamline in order to reduce the time to do this from 6 weeks to 1. • Automation always comes to mind as an enabler to doing things more often. • Espouses the agile value of responding to change. 12
  • 13. Change is not Chang e • Fail to recognize at times is that change isn’t change. • Different tools—different levels of innovation—to address each, classifications incremental, differentiating, and disruptive. • Incremental change: Product, practice, or process. • Differentiating changes: Differentiation from the competition - short-to-medium timeframe. • Disruptive change:Toughest change to respond - cause companies to fail if they don’t respond appropriately. • Innovating to create an entirely new market, or change the market economics substantially - Clayton Christensen in his book The Innovator’s Dilemma. • Gets much harder - we move - from incremental to differentiating to disruptive. 13
  • 14. Quotes: 1.The Future of Agile: Innovators, Imitators, and Idiots 2. Agile Bureaucracy:When Practices become Principles 3.What is Agility? 4. [Webinar] Dispelling myths about scaling agile projects 5. Reducing CycleTime 6. Change is not Change 7.Thoughtworks 8. Revolvy for biography 14 References: “In an agile project the team takes care of the tasks and the project leader takes care of the team.” ― Jim Highsmith “At the core of healthy team relationships is trust and respect.” ― Jim Highsmith
  • 15. Presented By: Muhammad Ahsan Misbah 18K-0732 DaniyalJamil 18K-0712 Shahzad Mehmood 18K-0715 15