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  • Appendix B - 12 Steps

last modified December 1, 2010 by strypey

Paper for FreeCulture2010

Appendix B

Table 2

The 12 Steps from the original Transition Handbook, with the 12 Agile Software principles re-ordered to illustrate correspondences and reveal underlying systems thinking 

Rob Hopkins' 12 Steps of Transition

- from the Transition Handbook 1.0

12 principles of agile software

- 'Agile Manifesto'

#1. Set up a steering group and design its demise from the outset
This stage puts a core team in place to drive the project forward during the initial phases.
 The best architectures, requirements, and designs
emerge from self-organizing teams.
 #2. Awareness raising
Build crucial networks and prepare the community in general for the launch of your Transition initiative.
 At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.  
 #3. Lay the foundations
This stage is about networking with existing groups and activists.
 Simplicity--the art of maximizing the amount
of work not done--is essential.
 #4. Organise a Great Unleashing
This stage creates a memorable milestone to mark the project’s "coming of age."
  Working software is the primary measure of progress.
 #5. Form sub groups
Tapping into the collective genius of the community, for solutions that will form the backbone of the Energy Descent Action Plan.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.  ­
 #6. Use Open Space
We’ve found Open Space Technology to be a highly effective approach to running meetings for Transition Town initiatives.

The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
 #7 Develop visible practical manifestations of the project
It is essential that you avoid any sense that your project is just a talking shop where people sit around and draw up wish lists.
 Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
 #8. Facilitate the Great Reskilling
Give people a powerful realisation of their own ability to solve problems, to achieve practical results and to work cooperatively alongside other people.
 Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
 #9 Build a bridge to Local Government
Your Energy Descent Plan will not progress too far unless you have cultivated a positive and productive relationship with your local authority.
 Business people and developers must work
together daily throughout the project.
 #10 Honour the elders
Engage with those who directly remember the transition to the age of cheap oil.
 Continuous attention to technical excellence
and good design enhances agility.
 #11 Let it go where it wants to go…
If you try and hold onto a rigid vision, it will begin to sap your energy and appear to stall.
 Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
#12 Create an Energy Descent Plan
Each subgroup will have been focusing on practical actions to increase community resilience and reduce the carbon footprint.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

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