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Agile Management  Craftsmanship     Andrew Cox     @coxandrew
Andrew Cox                  @coxandrew• Software Development Manager at Autodesk• Scrum Master• Co-organizer of PittAgile•...
Agile Development
What is Agile?
Agile in a nutshell
Agile Fundamentals
Agile Fundamentals• Cross-functional, self-organizing team
Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer
Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous deli...
Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous deli...
Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous deli...
Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous deli...
Has Agile jumped the shark?
Software Craftsmanship
Build the thing Right™
XP Engineering Practices• Coding Standards• Simple Design™• Unit Test First (TDD)• Pair Programming• Continuous Integration
There is nothing so useless as doing efficientlythat which should not be done at all.– Peter Durcker
Customer Development
First, build the right thing.– Mary Poppendieck
Get out of the building
Studies indicate that management is the biggestobstacle in transitions to Agile softwaredevelopment.– Jurgen Appelo
Agile Management Craftsmanship
People have done this before
People have done this before and written books about it
20th CenturyManagement
Complexity TheoryFor every complex problem there is an answer thatis clear, simple, and wrong.-- H.L. Mencken
21st century is theage of complexity
Managers cannot control
Like raising a teenager
Autonomy
AutonomyMastery
AutonomyMasteryPurpose
My advice to you• Build your personal brand• Join the community• Become a Software Craftsman• Your job is what you make of...
Build your personal brand• Github• Blog• Twitter• Stack Overflow• Speak at user groups, conferences, etc
Join the community• Seek out local user groups• Go to at least one conference a year• Find an online community (MU, IRC, f...
Become a    Software Craftsman• Start a regular practice habit• Attend a Code Retreat• Find a mentor• Read more books
Your job is what you     make of it
Further Reading• The Agile Samurai  by Jonathan Rasmusson• Scaling Lean and Agile  by Craig Larman and Bas Vodde• The Lean...
Thank you
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
Agile Management Craftsmanship
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Agile Management Craftsmanship

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Agile is not enough.

What are the other philosophies, processes, and practices that are critical to creating successful products?

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  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
  • * It’s been 10 years - what’s next? What is “Post-Agile”?\n* Over 50% of projects are using Agile or some iterative development approach\n* Have we made it? Is Agile a success? Or is it already past its prime?\n\n* Progress on new projects is swift and everything seems great\n* Over time, as the code base grows, progress slows down\n* Predictability goes out the window\n* Project Management wonders why things are taking so long\n* The answer (typically): technical debt\n
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  • Code quality was one of the original 12 principles of Agile, but is often forgotten:\n\n“Continuous attention to technical excellence and good design enhances agility.”\n
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  • Agile and a focus on engineering practices have always gone hand-in-hand.\n\n“Continuous attention to technical excellence and good design enhances agility.”\n\nSO! Now we’re “building the thing right”. But ...\n
  • ... building the thing Right™ isn’t good enough.\n
  • NEXT: First, build the right thing.\n
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  • Enter “The Lean Startup”\n\nEric Ries coined the term and process “Lean Startup”\n\nA scientific method for creating successful products. \n\nFocus on building products that have a product-market fit.\n\nClosest thing to “Post-Agile” we have.\n
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  • Validate your idea before writing a line of code.\n\n* Start with a vision\n* Ask people what their pain is\n* Come back; ask about your solution ($$)\n* Try selling magical version of your product\n
  • Entrepreneurs everywhere: a human institution designed to create new products and services under conditions of extreme uncertainty.\n\nEntrepreneurship management: A startup is an institution, not just a product, and so it requires a new kind of management specifically geared toward extreme uncertainty.\n\nValidated learning: Run frequent experiments to test your vision.\n\nInnovation accounting: how you measure progress, set milestones and prioritize work. Not vanity metrics.\n\nBuild-Measure-Learn: Fundamental activity - turn ideas into products, measure how customers respond, and learn whether to pivot or persevere.\n
  • Goal: shorten all feedback loops.\n
  • Ok - so now we’re looking pretty good.\n\nREVIEW:\n\nAgile: Efficiency, no waste\nSoftware Craftsmanship: Build the thing right\nCustomer Development: Build the right thing\n
  • Ahh ... if only it were that easy.\n
  • Agile is about managing software. \n\nAgile management is about managing complex systems of teams and projects.\n\nCraftsmanship is about continually improving at your craft.\n
  • Fortunately ...\n
  • ... there are no new problems.\n
  • Scientific communities also suffer from silos. Most universities and research institutes are separated into scientific silos.\n\nMany phenomena can be observed across different fields (“local equilibriums” in economics and physics). “Discoveries” in mathematics turn out to have been solved years ago by meteorologists.\n\nComplexity thinking is the antidote to specialization in science. It recognizes patterns in systems across all scientific disciplines and promotes problem solving involving concepts from different fields.\n
  • * “Scientific Management” was created in the late 19th century\n* Earliest attempts to apply engineering to management\n* About:\n * Efficiency and labor productivity\n * Top-down management\n * Rigid, command-and-control\n* Still in wide use today (military being the best example)\n
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  • Stephen Hawking\n\nTo manage social complexity, need to understand how things grow. Not how they are built.\n\n* Organizations are networks\n* Management is primarily about people and their relationships\n* Think of your organization as a living system\n\n
  • Managers cannot construct and steer a self-organizing team. \n\nInstead, a team must be grown and nurtured.\n\nNext: Raising a teenager\n
  • No matter what you plan for, it’s not going to happen the way you want.\n\n* Make the vision and goals clear\n* Make the “why” clear - give them the tools to make good decisions\n* Embrace failure as learning opportunities\n* Build trust through small contracts\n* Mature directness (drugs, sex, or not pulling their weight on a project)\n\nNext slide: Autonomy, Mastery, Purpose\n
  • Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
  • Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
  • Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
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  • * CAT: “integrators, not implementors” => Started an in-house Java dev group\n* Vivisimo: UI made from XML and XSL => Started the UX Team, introduced Rails\n* Autodesk: Manager and Scrum Master => ??\n
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  • Transcript of "Agile Management Craftsmanship"

    1. 1. Agile Management Craftsmanship Andrew Cox @coxandrew
    2. 2. Andrew Cox @coxandrew• Software Development Manager at Autodesk• Scrum Master• Co-organizer of PittAgile• Co-founder of SkillBonsai
    3. 3. Agile Development
    4. 4. What is Agile?
    5. 5. Agile in a nutshell
    6. 6. Agile Fundamentals
    7. 7. Agile Fundamentals• Cross-functional, self-organizing team
    8. 8. Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer
    9. 9. Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous delivery of value
    10. 10. Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous delivery of value• Design at the last responsible moment
    11. 11. Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous delivery of value• Design at the last responsible moment• Respond to change as a competitive advantage
    12. 12. Agile Fundamentals• Cross-functional, self-organizing team• Close cooperation with the customer• Early and continuous delivery of value• Design at the last responsible moment• Respond to change as a competitive advantage• Inspect and adapt through retrospectives
    13. 13. Has Agile jumped the shark?
    14. 14. Software Craftsmanship
    15. 15. Build the thing Right™
    16. 16. XP Engineering Practices• Coding Standards• Simple Design™• Unit Test First (TDD)• Pair Programming• Continuous Integration
    17. 17. There is nothing so useless as doing efficientlythat which should not be done at all.– Peter Durcker
    18. 18. Customer Development
    19. 19. First, build the right thing.– Mary Poppendieck
    20. 20. Get out of the building
    21. 21. Studies indicate that management is the biggestobstacle in transitions to Agile softwaredevelopment.– Jurgen Appelo
    22. 22. Agile Management Craftsmanship
    23. 23. People have done this before
    24. 24. People have done this before and written books about it
    25. 25. 20th CenturyManagement
    26. 26. Complexity TheoryFor every complex problem there is an answer thatis clear, simple, and wrong.-- H.L. Mencken
    27. 27. 21st century is theage of complexity
    28. 28. Managers cannot control
    29. 29. Like raising a teenager
    30. 30. Autonomy
    31. 31. AutonomyMastery
    32. 32. AutonomyMasteryPurpose
    33. 33. My advice to you• Build your personal brand• Join the community• Become a Software Craftsman• Your job is what you make of it
    34. 34. Build your personal brand• Github• Blog• Twitter• Stack Overflow• Speak at user groups, conferences, etc
    35. 35. Join the community• Seek out local user groups• Go to at least one conference a year• Find an online community (MU, IRC, forums)
    36. 36. Become a Software Craftsman• Start a regular practice habit• Attend a Code Retreat• Find a mentor• Read more books
    37. 37. Your job is what you make of it
    38. 38. Further Reading• The Agile Samurai by Jonathan Rasmusson• Scaling Lean and Agile by Craig Larman and Bas Vodde• The Lean Startup by Eric Ries• Management 3.0 by Jurgen Appelo
    39. 39. Thank you
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