Guest lecture - Uppsala Universitet - Introducing Agile

Citerus - Tobias Fors, 2009 - tobias.fors@citerus.se

Introducing Agile

Tobias Fors, Citerus ABtobias.fors@citerus.se0709-43 90 86

My company: www.citerus.seMy blog: www.tobiasfors.seTwitter: @tofo

Guest lecture at Uppsala University, September 2009

Citerus - Tobias Fors, 2009 - tobias.fors@citerus.se, 0709-43 90 86

About Tobias Fors‣ Consultant since 1999, developer, project mgr, consultant, coach

‣ Experience from being a scrum master in both development and change projects

‣ Helped introduce Scrum as development method at Tain, Readsoft, Entraction, Wireless Car

‣ Trained and coached Scrum projects at SMHI, Arbetsmiljöverket, Siemens, Digital Illusions

‣ Certified Scrum Trainer, Scrum Alliance. Has trained staff of many of Sweden’s big consulting companies

‣ Also: project startups, planning, workshops, evaluations, retrospectives

‣ Introduced kanban for eTraveli operations and marketing

About Citerus

• Citerus is a consulting company specialized in helping clients succeed with their software development projects. Since 1996, we have developed software, led projects, refined engineering practices and improved management methods for companies from a diverse set of trades. We gain break-through results by raising the quality bar, putting people first and reducing bureaucracy.

Agenda

1. Start

2. A Little About Change

3. Introducing Agile

4. Assignment

5. End

• Times?

• Format!

• Why are we here today?

• Who am I?

• Why did you choose to come here today?

• What do you expect from today?

A Little About Change

Going Agile - In Plain Language

We want to use agile software development

We want to change the way we act

Some of us want to change the way some of us act

Exercise: Perspective

• A man is driving his car, and stops by a hotel. He realizes that he is bankrupt, gives up, and becomes very disappointed.

• What happened?

• I will answer your questions about the situation with a yes or a no.

• The answer to this exercise is simple

The Blind Men and the Elephant

Violent and Non-Violent Change

Violent Non-Violent

Non-Violent Change

First:Understand

Then:Change

Using Resistance as a Resource

“No matter how it seems, people are trying to be helpful”- Jerry Weinberg

“Assume they are rational.”- Russell Ackoff

Exercise: Understand Forces For and Against

• What are some forces that work or against agile?

• Let’s put these in a force field analysis

Plan: Introducing

AgileFor Against

For-force 1

For-force 2

Against-force 1

Against-force 2

The Dangers of Pressure

Pressure to Change Change

Pressure can crush things for good

When pressure stops, change stops

A Too Simplified Model of Change

Performance

Need to change

A More Nuanced Model of Change

Performance

Late status quo

Integration

Foreign element

Transforming idea

New status quo

Resistance

Learn more here: http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html

Exercise: Experience Change

• Grab a blank index card and a pen

• Write your full name on the card

• Turn the note over

• Write your name again - but this time with the other hand

• What are your reactions to this experience? ✎

• Will you share an experience of change you’ve been part of? ✎

Thank you Steve Smith for this exercise!

Chaos -> survival -> short term thinking

“Fear makes the short term almost the only thing that people see or focus on.”-- Pfeffer, Sutton, 2000

Survival Instincts in Management

• “Teamwork sounds good, but …”

• “Let’s just test it in the live system …”

• “I hear what you’re saying, but …”

“It can’t be done”

What would it take for this to be possible?

Example: The Reward Once You Make it Through

“I’ve gotten more done the last three weeks than the previous three years here.” – Developer, gaming company

“The way we talk to each other now, we’ve never talked before.”– Project member, another gaming company

“Before, I always felt like a pain in the ass when I came in with questions and suggestions. Now I feel really welcome.”– Product owner

Simple Works Better

“We observed that organizations that were better at learning and translating knowledge into action understood the virtue of simple language, simple structures, and and the power of common sense …”– Pfeffer, Sutton, 2000

Don’t forget the Law of Strawberry Jam

Introducing Agile

An Old Source of Conflict: How Should We Develop?

Manifesto for Agile Software DevelopmentWe 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.

Kent BeckMike Beedle

Arie van BennekumAlistair Cockburn

Ward CunninghamMartin Fowler

James GrenningJim HighsmithAndrew HuntRon Jeffries

Jon KernBrian Marick

Robert C. MartinSteve Mellor

Ken SchwaberJeff SutherlandDave Thomas

Do We Really Need Something New?

“Second, research demonstrates that the success of most interventions designed to improve organizational performance depends largely on implementing what is already known, rather than from adopting new or previously unknown ways of doing things.”– Pfeffer, Sutton, 2000

Vision: Towards, not Away From

The Vision: A Goal Beyond “Introducing Agile”

• Quality?

• Time?

• Cost?

• Quality of work life?

“We really don’t have any problems, it’s just that we think that it would be convenient to have a new way of working.”

Exercise: Vision of Change

• Think for a minute: Can you identify a powerful vision you’ve encountered, that attracted either you or someone else

• What made the vision so compelling? ✎

• Have you felt alienated from a vision at some time?

• What made you feel alienated? ✎

• What are the ingredients of a powerful vision? ✎

Find Change Owner and a Change Team

“Anyone who is to use Scrum would benefit from trying it once in an environment where it is truly supported by management, as I got to do.”– Product owner

Invite Everyone Early

• Start with retrospectives

• Capture experiences

• Reduces speculation and rumors

• What you co-create, you:

• understand

• believe

• own

• develop

Y! are hereby invited to a chan" for #e be$er of us all

Example: You Can Do it With the Entire Group

• Goal: Design and implement visual management system• Constraint: work cannot stop• Method: workshop with laptops and cell phones on• Result: a popular and very efficient management system

Forming Effective Teams

• Create teams that can complete valuable functionality as indepently as possible

Method, values

“Our part of the system”

You’ll Need Agile Change Artists

• Key role in change work

• Teams and rest of organization need support and coaching

• Understands and teaches agile

• Gently pushes on

• Helps when someone falls

Impedi-ment

Process

Product

Policies

People

“Fish bone diagram”

Training and coaching

• The development process itself

• Solid engineering practices

• Steering the product

• Building in quality

Define Done

• Needed for estimation of work

• Enables cooperation

• Clarifies expectations

• Minimum: frequent testing, frequent integration, effective release management

• Expand as learning happens

Tip: Behavior Influences Attitude

“There is a large literature demonstrating that attitudes follow behavior. That means that people accepts new beliefs as a result of changing their behavior.”– Pfeffer, Sutton, 2000

Common Challenges

Challenge: The Change is Reverted

Challenge: Inadequate Engineering Practices

• Critical challenge if you lack:

• Effective configuration management (late integration, merge conflicts)

• Test automation at several levels

• Smooth release management (builds, packaging, deployment)

• Going forward:

• Expand your definition of done

• Coach, train, practice

Challenge: Going From Expert to Team Player

Expert: Instructions, veto right, knows best

Team players: Helps, supports, teaches

Challenge: Cherry Picking From a System

• Can you “cherry pick” specific practices?

• Scrum, for example, is a system where the parts interact to give a result

• When you take the parts out of the system, they no longer function the same way

• Example: You cannot take one leg of a chair and expect to get a certain percentage of “chair functionality”

Tip: Be “Programatic”

Dogmatic Pragmatic“Progmatic”

1. Think about consequences2. Make the change3. Evaluate the result

Common Challenge: Disruptive Incentive Systems

• Rewarding lines of code produced

• Acknowledging heroes

• Collisions between the individual and the team

Assignment

Assignment: More Change

• When you go from your home to class the next time, take a different route

• After this, start a new mail in your favorite mail client

• Journal for exactly 5 minutes about your reflections on this change

• If you want to (and I’d love it if you did), send the text to me

tobias.fors@citerus.se

References

Guest lecture - Uppsala Universitet - Introducing Agile

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