Agile WTF

Agile WTF!

Naresh [email protected]

twitter: @nashjain

http://nareshjain.com

1Friday 15 June 2012

mailto:[email protected]


http://www.agileproductdesign.com


Agile WTF!

Agile Way to Fail!


twitter: @nashjain







Being ‘agile’OVER

Following ‘Agile’


twitter: @nashjain









Why is there only ONE Toyota or Apple today?


Processes are like haircutsCopying someone else’s rarely works


Retrospec)ve Coherence


Retrospec)ve Coherence

Hindsight does not lead to foresight!


Albert Einstein8Friday 15 June 2012

Albert Einstein

A perfection of means, and confusion of aims, seems to be

our main problem.


\ 9

Process is a placebo


\

Jared spool’s tricks to Dogma con7nuum arranges terminology from improvisa7on to atrophy

9

Process is a placebo


Process is built on values and principles and tailored to fit its

context

Src: Jeff Patton10Friday 15 June 2012


ME



Mumbai


Tech Talks!


FitNesse ProTest

PatangLa"u

FitDecoratorDBFit

QWick

ProFIT

Panopticode








Taking ownership of a simple process

Adapted from Jeff Patton


The Ball Point Game


The Ball Point Game

Your goal:

As a team predictably "process" the most number of balls in a round by passing a ball to each member

You have 3 rounds to get the best score you can


The Ball Point Game

Your goal:



Simple structure:

Predict the number of balls you can process

Pass balls for 2 minutes (no more, no less)

Take 2 minute to discuss and improve your strategy


The Ball Point Game

Your goal:



Simple structure:

Predict the number of balls you can process

Pass balls for 2 minutes (no more, no less)

Take 2 minute to discuss and improve your strategy

Simple rules:

Everyone must touch the ball for it to be “done”

The ball must have “air )me” -‐ it must be tossed or dropped between team members


Core Agile concepts learned?

Adapted from Jeff Patton25Friday 15 June 2012


Ideal processes use a simple framework -‐ like a game




Changing your strategies & tac7cs, not the framework, allow you to improve





Process improvement comes from change






Skill improvement come from prac7ce







Certain kind of es=mates improves with frequent measurement








Velocity is agile’s language for measuring throughput









Visibility of work helps us make improvement decisions










Reflec7on: observing, measuring & changing is the means for process improvement










Reflec7on: observing, measuring & changing is the means for process improvement

Team work is an individual skill


“Simple, clear purpose and principles give rise to complex

and intelligent behavior.

Complex rules and regulations give rise to simple

and stupid behavior.”

Dee Hock26Friday 15 June 2012

Your SoNware Development Game?

What would be:

Your goal

Simple structure

Simple rules


The Agile Game


The Agile Game

Your goal: As a team, predictably deliver max value to users & stakeholders


The Agile Game


Simple structure: As a team, set a goal & plan to accomplish the work

Deliver working solu=on by the end of a fixed cycle

Reflect & improve your Product, Plan, People and Process


The Agile Game


Simple structure: As a team, set a goal & plan to accomplish the work

Deliver working solu=on by the end of a fixed cycle

Reflect & improve your Product, Plan, People and Process

Simple rules:Whole team works together & takes responsibility for the outcome

Progress and quality must be kept visible

Finished work (working solu=on) is the only measure of progress


Why Agile?


Traditional cost profile

Lower cost of change curve


Agile system cost profile

Traditional cost profile

Lower cost of change curve


“I’m glad we’re all agreed then.”

Clear communica)on is the founda)on


“Ah...”

Get mental models out on the table


“Ah!”

Convergence through itera)on


“I’m glad we’re all agreed then.”

A genuinely shared understanding


Tradi7onal so>ware development fixes scope then es7mates to figure out 7me and cost

Traditional software

development




development

Scope

Time Cost(resources)




development

Scope





development

Scope



Agile development fixes 7me and cost, then leverages itera7on and incremen7ng to maximize scope


development

Scope





development

Scope





development

Scope


Agile software development




development

Scope


TimeCost

(resources)





development

Scope


Scope

TimeCost

(resources)



Leverage a shared understanding of desired product goals to minimize scope while maximizing value


development

Scope


Scope

TimeCost

(resources)



Leverage a shared understanding of desired product goals to minimize scope while maximizing value


development

Scope


Scope

TimeCost

(resources)


Target business goals & outcomesSrc: Jeff Patton


Building Quality into the Process

Toyoda Loom


Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc

Utilization (%)

Focus on Throughput


Tradi)onal Process


Tradi)onal Process


Applying Lean Principles to SoNware Development


End-to-End small slices of work



End-to-End small slices of work 20 % done = 100 % usable



Fix / Integrate $

Test

Code

DesignSpecifications

Use Cases / Functional Specs

Requirements Gathering

Project Plan/Estimation

$

Inception

$

$

$

Lean Principles applied to SoNware Development


Itera)ve



Itera)ve



Itera)ve



Itera)ve



Incremental



Incremental



Incremental



Incremental



Itera)ve AND Incremental




• Mix the strategies:–Iterate to find and improve solu6ons

–Increment to add func6onality























AgileBirth of a new Software Movement!


Agile has evolved over many years

Src: Jeff Patton


XP

Pragmatic

DSDM

Crystal Lean

Adaptive

Scrum

FDD

Agile

Agile Umbrella


Agile Manifesto


Agile Manifesto

“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:


Agile Manifesto


– Individuals and interactions OVER processes and tools.


Agile Manifesto


– Individuals and interactions OVER processes and tools. – Working software OVER comprehensive documentation.


Agile Manifesto


– Individuals and interactions OVER processes and tools. – Working software OVER comprehensive documentation. – Customer collaboration OVER contract negotiation.


Agile Manifesto


– Individuals and interactions OVER processes and tools. – Working software OVER comprehensive documentation. – Customer collaboration OVER contract negotiation. – Responding to change OVER following a plan.


Agile Manifesto


– 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.”

© 2001 Agile Alliance. http://www.agilemanifesto.org


Agile Manifesto Principles


Our highest priority is to satisfy the customer through early and

continuous delivery of valuable software.


Welcome changing requirements, even late in development. Agile processes

harness change for the customer's competitive advantage.


Deliver working software frequently, from a couple of

weeks to a couple of months, with a preference to the shorter

timescale.


Business people and developers must work together daily

throughout the project.


Build projects around motivated

individuals. Give them the environment

and support they need, and trust them to get the job done.


The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.


Working software is the primary measure of progress.


Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a constant pace

indefinitely.


Simplicitythe art of maximizing the amount of

work not doneis essential.


Continuous attention to technical excellence and good design

enhances agility.


The best architectures, requirements, and designs emerge

from self-organizing teams.


At regular intervals, the team reflects on how to become more effective, then tunes and adjusts

its behavior accordingly.


It turns out...


It turns out...

Ziv's law -‐ specifica=ons will never be fully understood.


It turns out...


Humphrey's law -‐ the user will never know what they want un=l aOer the system is in produc=on (maybe not even then)


It turns out...



Wegner's lemma -‐ an interac=ve system can never be fully specified nor can it ever be fully tested.


It turns out...




Langdon's lemma -‐ soOware evolves more rapidly as it approaches chao=c regions (taking care not to spill over into chaos)


It turns out...




Langdon's lemma -‐ soOware evolves more rapidly as it approaches chao=c regions (taking care not to spill over into chaos)

Any association of predictive or defined processes with Agile is an exercise in futility. - Jeff


Treat agile principles as “proper)es” you use to assess process health

Performing a simple process health checkup: hZp://www.s)ckyminds.com/s.asp?F=S15474_COL_2


http://www.stickyminds.com/s.asp?F=S15474_COL_2



1. Frequent delivery







2. Reflec6ve improvement








3. Close communica6on









4. Focus









4. Focus

5. Personal safety









4. Focus

5. Personal safety

6. Easy access to experts









4. Focus

5. Personal safety


7. Strong technical environment









4. Focus

5. Personal safety



8. Sunny day visibility









4. Focus

5. Personal safety




9. Regular cadence









4. Focus

5. Personal safety




9. Regular cadence

10.High energy









4. Focus

5. Personal safety




9. Regular cadence

10.High energy

11.Empowered teams









4. Focus

5. Personal safety




9. Regular cadence

10.High energy

11.Empowered teams

12.Disrup6ve change





Our Team Rooms


some more plans…


src: ThoughtWorks India67Friday 15 June 2012

src: ThoughtWorks India

Work or Fun or Both?


src: ThoughtWorks India

Work or Fun or Both?


Agile Evolution


XP

Pragmatic

DSDM

Crystal Lean

Adaptive

Scrum

FDD

Agile

Agile Umbrella


Agile become...

XP

Agile

Scrum



Balance discovery with delivery

Delivery: building product right

Discovery: understanding the right product to

build


Then came along...

XP

Agile

LeanAgile-UX

ProductDiscovery

Agile Ecosystem

Scrum


High Level View of an Agile Process


Then came along...

XP

Agile

Agile-UX

ProductDiscovery

Agile Ecosystem

ScrumLean

Kanban


Where did Agile Originate?


Problem

Solu

tion

Known Unknown

Kno

wn

Unk

now

n

Src: Eric Ries

Where Agile appears to work best?


Problem

Solu

tion

Known Unknown

Kno

wn

Unk

now

n

A g i

l e

Src: Eric Ries



Problem

Solu

tion

Known Unknown

Kno

wn

Unk

now

n

A g i

l e ??

Src: Eric Ries



Kaizen vs. Kaikaku


Currently...

XP

Agile

LeanAgile-UX

ProductDiscovery

Dev-OPs

LeanStartup

AgileEcosystem

KanbanScrum


The Future

XPAgile

Agile-UX

ProductDiscovery

Dev-OPs

Lean Startup

Costumer Development

CDCD

ContinuousDelivery

MVP

Pivot

KanbanScrum Lean



Organizations have habits, and they will stick to their habits even at the risk of their own

survival.Brad Anderson, CEO, Best Buy


Organizational structures have a short life... Nobody likes to reorganize, and you

always run the risk that you distract your employees and lose focus on customers.

But if you don't do it, you lose your competitive edge.

Nancy McKinstry, CEO, Wolters Kluwer




Innovation


Metrics Mess



Metrics MessKnowledge Islands



Be careful not to…


twitter: @nashjain









twitter: @nashjain


Ques7ons?92Friday 15 June 2012







twitter: @nashjain


Ques7ons?92Friday 15 June 2012





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