How Not to do Agile:
A Practitioner’s view in sharing
lessons learnt
Freddie Quek, 29 May 2014
Agile Evangelist No. 22, Pa...
About Me
Partnering external
third party with a
large technology
integration
component
Responding to
urgent competitive
th...
History with using Agile
1999
Daily stand ups, iterative development – Teams of 2-6
2005
Led first Agile team at Elsevier ...
About Wiley
• One of the oldest and largest global publishers
• World’s largest society publisher
• 5000+ employees
• US$1...
Wiley Online Library
Largest customer facing application
65 million page views per month
240 million visitors annually
1,6...
About the Presentation
How do you get help to do Agile?
Is Pairing smart?
Can you really do agile with remote teams?
How d...
What does doing Agile really mean?
Which one is better?
No need for Management/Organising?
No need for product vision/arch...
How not to do Stand Ups
• Not just one big team
• Have individual scrum team stand ups - up to 10
• Big teams also have ev...
Stand Ups – in open spaces next to wall
Stand Ups - anywhere
Essential Tools – White Boards, Walls…
To Writable Walls
How not to do Retrospectives
• Not willing to provide feedback – do Safety Check
• Not team members in attendance
• Not ju...
Large Team Retrospective
How do you get help to do
Agile?
Agile Assessment
Team Enablement
Inception Preparation
Team Building – Leaders within
Agile Assessment
As-is Process: Development perspective
In essence – download from team
through facilitated sessions
As-is...
Team Enablement
• Team/Skillset Assessment
• How many know Agile?
• How many practice Agile?
• Training
• Hire Agile Coach...
Inception Preparation
Requirements – grouping and
coverage
Spiking
Systems touch points
System flow
Managing stakeholder
e...
Inception Preparation - Continue
Inception planning
Roles and Responsibilities
Continuous Integration Shopping List
Iteration Planning
Team Building
Question:
How often we do team building before
starting on a very important project?
Is Pairing Smart?
Double the cost of doing work
When one stops, the other stops too
Fighting over the keyboard
Start from ...
How not to Pair…
• Pair for the sake of pairing
• Excuse for not doing work because not in a pair
• Not ready/comfortable ...
Two Pairs
Four Pairs
Can you really do Agile with
remote teams?
Agile manifesto says co-location
Not physically possible to do pair programming...
How not to work with remote teams
• Not treat them as second class citizens
•Play to their strengths and recognise their
w...
Ideas tried
• Change working hours to have some overlap
• Use video conferencing facilities (e.g. Skype)
• Assign appropri...
How do you hire the right
people?
Train existing staff?
Convert non believers?
Hire agile leaders?
Outsource to agile comp...
• Not everyone wants to do or get TDD
• Not giving team freedom to learn and make mistakes
• Not letting it become religio...
How Agile should you be?
Agile S/W Development vs Agile Product Development
Your team is Agile , but not rest of organisat...
About Wiley and AGU Partnership
• Wiley’s largest revenue generating society
owned partnership
• ‘Flagship’ product in the...
The Deal
Contract signed on 5 Sep 2012
Largest society deal in Wiley’s 200+ year
history
Challenging Timeline
• 4 months t...
Measurable Success (and Failure)
1. Contractual Obligations to be met from January 2013:
1.1 Start revenue earning from pu...
The Challenges
Key Challenges
•Resolving unique ID for journal titles in both internal and external systems
•Content with ...
• Significance of achieving project success
• Project goals achieved in 4 months – typically projects take at
least 3 mont...
The Plan = The Wall + Excel
Finding the best people
Singleton work
More than 1 stand-ups daily
Quick decision making – res...
• Use of Enabling Technologies like MarkLogic
• As XML Store for content
• Use of technology with unintended side effect f...
Recognition for Team
Wiley’s
President
Award for
Excellence
Visit by
AGU CEO
in May 2014
Customer
Excellence
Award
Celebra...
Conclusion
People over Process
Forget what I say
Remember to do one thing differently
Play Hard!
Which Agile Approach is Better?
• Does not matter
• Remember the core
values/principles of Agile
• People over Process
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Agile Evangelist 22 - Freddie Quek - How Not To Do Agile

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  • Agile values[edit]
    The Agile Manifesto reads, in its entirety, as follows:
    We 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
  • Wiley Online Library
    Largest customer facing application
    65 million page views per month
    240 million visitors annually
    Access to
    Over 18 million documents
    2,000 journals with 6 million journal articles
    15,000 books with 300,000 chapters
    6 million bibliographic references
    Wiley Custom Select
    Custom Publication application
    Create “perfect” textbook
    6500 titles available
    9000 registered users
    18,000 custom projects
    Wiley DSS
    XML Store
    18 million documents
    207 GB of MarkLogic db
    11.2 TB of binary storage
    Syndication
    280 internal/external recipients
    1.7 TB content delivered mthly
    Over 18 million documents
    Journals: 2,338
    Issues: 370,245
    Articles: 6.1 million
    Books: 15,388
    Chapters: 321,334
    Reference works: 203
    Articles: 201,583
    Addition Meta information
    Bibliographic References: 6.5 million
  • Open space
  • Around some shelves
  • Invest in tools – sharpies and post its
  • Invest in tools – sharpies and post its
  • Not recognising personal space (eg hygiene)
  • Give discreet chunks of work
    Provide strong leadership
  • Individuals and interactions – in agile development, self-organization and motivation are important, as are interactions like co-location and pair programming.
  • Wiley’s largest revenue generating society owned partnership
    Smartphones are a great way to check in on the latest weather predictions, but new research aims to use the batteries in those same smartphones to predict the weather. The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time.
    A group of smartphone app developers and weather experts created a way to use the temperature sensors built into smartphone batteries to crowdsource weather information. These tiny thermometers usually prevent smartphones from dangerously overheating, but the researchers discovered the battery temperatures tell a story about the environment around them.
    Crowdsourcing hundreds of thousands of smartphone temperature readings from phones running the popular OpenSignal Android app, the team estimated daily average temperatures for eight major cities around the world. After calibration, the team calculated air temperatures within an average of 1.5 degrees Celsius (2.7 degrees Fahrenheit) of the actual value, which should improve as more users join the system.
  • Wiley’s largest revenue generating society owned partnership
  • For Development Team
    Being even more agile!
    6-week development window, 60+ enhancements
    Grew from 1 to 6 development workstreams in 5 locations
    For other Wiley systems
    Variations/Non Standard Practices that were originally deemed as disruptive, but became opportunities for innovation and transformation
    New licensing model
    New workflow for handling daily society data updates via feeds
    Changing content workflow for legacy vs current content
  • Which method does not matter
    Most important thing is to remember what you would do differently when you get back to your office/team
    And that is why I am here to find something from you all these evening, so stay behind and have a chat
  • Agile Evangelist 22 - Freddie Quek - How Not To Do Agile

    1. 1. How Not to do Agile: A Practitioner’s view in sharing lessons learnt Freddie Quek, 29 May 2014 Agile Evangelist No. 22, Park Plaza County Hall
    2. 2. About Me Partnering external third party with a large technology integration component Responding to urgent competitive threats Execution of an acquisition due diligence Completion of large high profile customer engagement Freddie Quek, Director of Strategic Initiatives, Pan Wiley http://www.linkedin.com/in/freddiequek freddie.quek@wiley.com Joined Wiley in 2006, responsible for Wiley’s largest web application 2010, launched Wiley Online Library 2013, charged with establishment of new organizational capability 2014, pan Wiley focus Strategic Initiatives Team
    3. 3. History with using Agile 1999 Daily stand ups, iterative development – Teams of 2-6 2005 Led first Agile team at Elsevier – Team of 10 2009 Led large scale implementation of Agile for Wiley’s largest application development – Team of 150 2011 Running 10 agile “project” teams 2012 Led Agile team to achieve Mission Impossible
    4. 4. About Wiley • One of the oldest and largest global publishers • World’s largest society publisher • 5000+ employees • US$1.8B revenue Professional Development 25% Global Research 58% Global Education 17% 2013 REVENUE By Core Business
    5. 5. Wiley Online Library Largest customer facing application 65 million page views per month 240 million visitors annually 1,600 queries per second (4 billion per mth) Access to Over 18 million documents 2,000 journals with 6 million journal articles 15,000 books with 300,000 chapters 6 million bibliographic references
    6. 6. About the Presentation How do you get help to do Agile? Is Pairing smart? Can you really do agile with remote teams? How do you hire the right people? How Agile should you be? How Not to do Agile
    7. 7. What does doing Agile really mean? Which one is better? No need for Management/Organising? No need for product vision/architecture? Stand Ups – waste of time? Not really doing Agile if you don’t co-locate and do pair programming? Does not matter Remember guiding principles of Agile - People over Process Importance of Stand Ups and Retrospectives
    8. 8. How not to do Stand Ups • Not just one big team • Have individual scrum team stand ups - up to 10 • Big teams also have everyone including non devs - no limit • But also have SoS (Scrum of Scrums) - only team leads/representatives • Not get “traditional” pm to run it • Not let “management” interfere • Not run it for too long • Not allow anyone to get away with “no update” Make Stand Ups quick and useful Answer 1 of 3 questions: 1.What you did yesterday and what you will do today 2.What you need others to know 3.What you need help with
    9. 9. Stand Ups – in open spaces next to wall
    10. 10. Stand Ups - anywhere
    11. 11. Essential Tools – White Boards, Walls…
    12. 12. To Writable Walls
    13. 13. How not to do Retrospectives • Not willing to provide feedback – do Safety Check • Not team members in attendance • Not just the negatives • Not enough time to get to next steps • Not doing one Make it a culture Do it after every iteration/major event Have actionable item(s)
    14. 14. Large Team Retrospective
    15. 15. How do you get help to do Agile? Agile Assessment Team Enablement Inception Preparation Team Building – Leaders within
    16. 16. Agile Assessment As-is Process: Development perspective In essence – download from team through facilitated sessions As-is Process: Requirements perspective Putting the picture together & playing it back Get help when you need! Always good to have impartial input
    17. 17. Team Enablement • Team/Skillset Assessment • How many know Agile? • How many practice Agile? • Training • Hire Agile Coach • Hire Agile Enablement consultants • Hire experienced practitioners • Who can show not tell • Who can lead not debate Wiley’s example 50% know Agile 25% practice Agile Build 3 teams
    18. 18. Inception Preparation Requirements – grouping and coverage Spiking Systems touch points System flow Managing stakeholder expectations Engaging stakeholders from the beginning
    19. 19. Inception Preparation - Continue Inception planning Roles and Responsibilities Continuous Integration Shopping List
    20. 20. Iteration Planning
    21. 21. Team Building Question: How often we do team building before starting on a very important project?
    22. 22. Is Pairing Smart? Double the cost of doing work When one stops, the other stops too Fighting over the keyboard Start from scratch with new partner Arguments with no new code
    23. 23. How not to Pair… • Pair for the sake of pairing • Excuse for not doing work because not in a pair • Not ready/comfortable to work as a pair • Not recognising personal space Smart Pairing When you are training/mentoring/review Scrum Master make the call
    24. 24. Two Pairs
    25. 25. Four Pairs
    26. 26. Can you really do Agile with remote teams? Agile manifesto says co-location Not physically possible to do pair programming from distance
    27. 27. How not to work with remote teams • Not treat them as second class citizens •Play to their strengths and recognise their weaknesses • Not find excuses - Make it work •Organisational reality •Invest in them •Invest in tools Extension of Team Treat remote team members as full team members Be inclusive Invest in training – bring members over and vice versa
    28. 28. Ideas tried • Change working hours to have some overlap • Use video conferencing facilities (e.g. Skype) • Assign appropriate work to remote teams • Lead and organise work for remote teams (initially) • Send local staff to remote teams and vice versa
    29. 29. How do you hire the right people? Train existing staff? Convert non believers? Hire agile leaders? Outsource to agile companies? Believers who are pragmatists Not evangelists who are purists
    30. 30. • Not everyone wants to do or get TDD • Not giving team freedom to learn and make mistakes • Not letting it become religious wars • TDD or not • Pair or not • Intellij vs Eclipse • Jira vs Mingle • SQL vs NoSQL How not to manage people Everyone is doing agile Recruit Agile leaders – conversion takes time Be a Leader - People over process Self organising but not self steering Keep learning and adapting
    31. 31. How Agile should you be? Agile S/W Development vs Agile Product Development Your team is Agile , but not rest of organisation Being agile Agile – The Wiley AGU story
    32. 32. About Wiley and AGU Partnership • Wiley’s largest revenue generating society owned partnership • ‘Flagship’ product in the subject area of Earth, Space & Environmental Science • Not-for-profit corporation dedicated to furthering geophysical sciences • World’s leading society publisher in Earth and Space Science, accounting for 25% of journal articles and 40% of citations in the geosciences Crowdsourcing weather using smartphone batteries 13 August 2013 The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time
    33. 33. The Deal Contract signed on 5 Sep 2012 Largest society deal in Wiley’s 200+ year history Challenging Timeline • 4 months to achieve everything in the contract
    34. 34. Measurable Success (and Failure) 1. Contractual Obligations to be met from January 2013: 1.1 Start revenue earning from publishing new content • 20 Accepted Articles per day • 20 Early View Articles per day • 19 Issues per month 1.2 Give AGU’s 60,000+ customers and users access to all licensed content • 21 journals (160,000 articles) • 33 personal choice products (i.e. virtual journals) • 743 special sections • Migrate all customers, users, products, licenses and alerts data 1.3 Vendors, systems and business processes in Editorial & Production ready to publish 2013 content • Integration with new editorial system • Changes to workflow 1.4 Achieve similar functionality on AGU site with 60+ enhancements and all content converted, improved, loaded, tested and accessible on a single platform, Wiley Online Library Failure is not an option Challenging Timeline • 4 months to achieve everything in the contract
    35. 35. The Challenges Key Challenges •Resolving unique ID for journal titles in both internal and external systems •Content with no issue number and no pagination •Journal with 7 parts, of which 3 of those parts have sub-parts! •Many moving parts within Wiley - 17 systems to check •Content completeness and quality (and external vendor) •Unknown unknowns - coping with changing and emerging requirements throughout development phase Non standard practices and variations (that we didn’t know until we started) •New licensing model •Create Special Sections as another slice of content view •New workflow for handling daily society data updates via feeds •Changing content workflow for legacy vs current content •Start development before requirements were clear •Complete testing before we had all the content •Cannot complete certain types of testing •Break some rules
    36. 36. • Significance of achieving project success • Project goals achieved in 4 months – typically projects take at least 3 months to get going • Major releases typically take 9-12 months to complete • This project had two major releases in 6 months with more than 90 enhancements How to become even more Agile? 60-Day Plan 6 weeks (6 x weekly iteration) for dev 2 weeks for end-to-end testing 6 dev teams in 4 locations (London, Russia, Singapore, Switzerland) People over Process
    37. 37. The Plan = The Wall + Excel Finding the best people Singleton work More than 1 stand-ups daily Quick decision making – rest of team elsewhere Flexible and adjust daily People over Process
    38. 38. • Use of Enabling Technologies like MarkLogic • As XML Store for content • Use of technology with unintended side effect for troubleshooting, auditing and reporting tool • As a search engine, saves a lot of time from the native indexing when loading new content • Achieve rapid software development • Enables rapid implementation of 60+ enhancements in 6 weeks • Reuse search service for alerts and loading of saved search • Reuse vocabulary service to help with hierarchy of index terms • Supports faceting through configuration, no extra development required Enabling Technology
    39. 39. Recognition for Team Wiley’s President Award for Excellence Visit by AGU CEO in May 2014 Customer Excellence Award Celebrate Success Strong team work Excellent business and technology collaboration Team never met – no time! Calm Bonded for life! People over Process
    40. 40. Conclusion People over Process Forget what I say Remember to do one thing differently
    41. 41. Play Hard!
    42. 42. Which Agile Approach is Better? • Does not matter • Remember the core values/principles of Agile • People over Process

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