Bringing it All Together


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Given by Steve Ropa (VersionOne) at AgilePalooza Denver

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Bringing it All Together

  1. 1. The information contained herein is the proprietary and confidential information of VersionOne, Inc.©VersionOne, Inc. 2010; All Rights ReservedBringing it All TogetherEverything and everyone needs tochange….but how?
  2. 2. ©VersionOne, Inc. 2010; All Rights ReservedAgile embraces change• And requires even more change• We change how we write code• We change how we test code• We change how we release products• We change how we organize our teams
  3. 3. ©VersionOne, Inc. 2010; All Rights ReservedMost of the time we see the changeothers need to make• But we don’t necessarily see our ownchanges• Recognize that this is hard, and in manycases a little scary• Develop Empathy
  4. 4. ©VersionOne, Inc. 2010; All Rights ReservedProgrammer Stereotypes• Anti-social – they really don’t want to talk to anyone other than otherprogrammers• Arrogant – they think they are the only important part ofdevelopment• All of life can either be explained by a quote from Monty Python orHitchhikers Guide to the Galaxy• Touchy – Be careful if you have a change you want to make– They will either pull out a lot of jargon to convince you why you are stupidand the change is the dumbest thing they’ve ever heard– Or they will just say “it works on my machine” and ignore you.
  5. 5. How Programmers Lives Change• We write tests before code– I can’t just go write something and fix itlater• We refactor constantly– I have to accept that my code isn’tperfect, and it never will be• We Pair Program– I have to share my intellectual activitywith someone else• We communicate constantly with ourcustomer– I have to drop the idea of the “Luser”and look on all ideas as good ideas• We are part of an integral team– Sometimes I have to work on thingsother than writing code.• There is really no such thing as “mycode” anymore
  6. 6. Tester Stereotypes• They’re only testers becausethey couldn’t code• Man, these guys are anal!• They have a pathologicaldesire to find problems withthe code• They don’t know when to letup– Good enough is just nevergood enough
  7. 7. How a Testers LifeChanges•Tests are not “What Comes AfterDevelopment if We Have Time But WeNever Have Time”•We need to identify and write testsearly and often•Automation baby, Automation•The relationship of acceptance teststo requirements needs to be tight.•Relationship between programmersand testers is tighter•Collaboration over confrontation•Entering Defects is not enough•We are finally being recognized andutilized as a vital part ofdevelopment, not just a gatekeeper
  8. 8. ©VersionOne, Inc. 2010; All Rights ReservedBusiness Analyst Stereotypes• “Just” English Majors• Ask for impossible things, becausethey don’t know they are impossible• External to the development team• They toss requirements over thewall, then change them willy-nilly• All about the document
  9. 9. Big Changes Ahead•Our Job title may actually go away•That doesn’t mean the job does•Deeply integrated into the “inner circle”•Story development is very different from what we are used to•We have to be communicating constantly with the programmers and testers.•We are actually encouraged to make changes now
  10. 10. Project Manager Stereotypes• Slaves to the schedule• Don’t really understandhow hard software is.• Want me to spend allmy time “updatingstatus”• Man, and I thought thetesters were anal!
  11. 11. Project Manager Changes• Where is the new jobthat fits our role?!• We may be asked tobecome Scrum Masters– An *extremely* differentview of a project• I’m still being asked toensure a project will beon time• Focus on scope insteadof time…feels weird
  12. 12. ©VersionOne, Inc. 2010; All Rights ReservedFunctional Manager Stereotypes• “Those who can’t….manageothers”• Promoted to minimum level ofincompetence• More interested in personalpower/prestige than the team• Hair gets pointier and pointierevery year
  13. 13. ©VersionOne, Inc. 2010; All Rights ReservedAnd in Agile?• Managers? We don’t need no stinkin’managers• Self organizing teams don’t always selforganize• Representing these changes to executivelevel is scary• Productivity is always affected bychange, how do I keep my job?• Agile has a very “anti-manager” theme.
  14. 14. The information contained herein is the proprietary and confidential information of VersionOne, Inc.©VersionOne, Inc. 2010; All Rights ReservedSo What?
  15. 15. ©VersionOne, Inc. 2010; All Rights ReservedSo…• Everyone has to change at least some ofwhat they do• There are a lot of places we are becomingexposed where we never were before• We have to learn how to change, evenwhile we are expecting others to change
  16. 16. The information contained herein is the proprietary and confidential information of VersionOne, Inc.©VersionOne, Inc. 2010; All Rights Reservedempathy[em-puh-thee]–noun 1. the intellectual identification with orvicarious experiencing of thefeelings, thoughts, or attitudes of another.
  17. 17. ©VersionOne, Inc. 2010; All Rights ReservedTitles• Everyone on the team is a Developer.• The title defines the area of expertise, notthe person• Consider a neutral title
  18. 18. ©VersionOne, Inc. 2010; All Rights Reserved“Walk a mile”• Since titles don’t define us:– Try signing up for tasks/stories that aren’t yourtraditional gig• Allow some slack time for learning new skills
  19. 19. ©VersionOne, Inc. 2010; All Rights ReservedTalk to each other• Talk to each other a lot• Remember to listen more than you talk• Avoid arguments like– “But that’s not Agile”– “You aren’t doing that the way I read its supposed to be done”
  20. 20. ©VersionOne, Inc. 2010; All Rights ReservedProgrammers• Testers are your best friends. You are adynamic duo• BA’s and other story writers are helping youcreate something the user will really want• Project managers are there to show off yoursuccess• Functional managers are there to enableand support your success
  21. 21. ©VersionOne, Inc. 2010; All Rights ReservedTesters• You and the programmers are creating the valuethat will make the project shine• The BA’s and other story writers are going to workvery closely with you. Together you will identifyexactly what the users will want and will want touse.• The project managers are going to be relying onyour automated tests to ensure that stories arereally “done”• Functional managers are there to support you andto facilitate your success.
  22. 22. ©VersionOne, Inc. 2010; All Rights ReservedBusiness Analysts• Programmers need as much support as you cangive them in identifying what to make– Shall lists won’t cut it– Dig deep together to find understanding• Testers will help turn your ideas intorepeatable, automated tests, thus ensuring you cancreate what the users will want• Project Managers will manage the scope of theprojects within a fixed schedule, so you knowexactly what the users will get• Functional managers are your support network.
  23. 23. ©VersionOne, Inc. 2010; All Rights ReservedProject Managers• Programmers are going to give you the bestpossible estimates as to the size of stories, so youridentification of deliverable scope will becomeeasier• Testers will ensure that the features that arereleased are “done” and therefore there will be lessrework.• Business Analysts will be managing and clarifyingstories so that you will be able to have thepredictability that every PM really wants
  24. 24. ©VersionOne, Inc. 2010; All Rights ReservedFunctional Managers• Your team needs a lot of support from you.• This would be a great time to suspend“performance reviews”• Let the team guide you, but don’t be afraidto lead.• Listen far more than you talk.• Celebrate every success loudly and publicly
  25. 25. ©VersionOne, Inc. 2010; All Rights ReservedIn the end, its all about the team
  26. 26. ©VersionOne, Inc. 2010; All Rights ReservedSteve Ropa• Blog:• Email: