Agile: The Bad Parts
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SpringOne Platform 2017 Matt Parker, Pivotal; Martina Hodges-Schell, Pivotal "20 years ago, a rebellious gang of developers got fed up with waterfall software development and started an agile revolution. The revolution spread from enterprises to startups and back to enterprises. But the revolution has failed. We'll look at stories of how it's failed. We'll talk about why it's failed. We'll talk about why, even when everything goes right, agile still too often succeeds at building the best possible *wrong* thing. After talking about how it's a failure, we'll talk about why it's absolutely necessary if we're to win the new revolution to come."
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Agile: The Bad Parts
- 1. © Copyright 2017 Pivotal Software, Inc. All rights Reserved. Version 1.0 Agile: The Bad Parts Matthew Parker / @moonmaster9000 Martina Hodges-Schell / @polaroidgrrl
- 2. Once upon an engagement…
- 3. VLO
- 4. Very Large Organization
- 5. Cover w/ Image 4 of us 4 of them Collocated Paired
- 6. Cover w/ Image Developers practiced pairing and TDD
- 7. Cover w/ Image Designers would prototype ideas and test them on users
- 8. Cover w/ Image 1 hour of planning each week
- 9. Cover w/ Image 1 hour of reflection each week
- 10. Released a small MVP to millions of users
- 12. Cover w/ Image The team went from 8 to 70
- 13. Cover w/ Image The application hadn’t really changed much
- 14. Cover w/ Image Though there were three teams now building it
- 15. Cover w/ Image There were scrum masters, consultants, and contractors everywhere
- 16. Cover w/ Image Continuous delivery had been replaced with 8 week sprints
- 17. Cover w/ Image 1-hour planning meetings had turned into multi-day planning conferences
- 18. Cover w/ Image The product managers of each team struggled to agree
- 19. Cover w/ Image They constantly debated over tiny inconsequential decisions
- 20. Cover w/ Image The teams no longer talked to users
- 21. Cover w/ Image They hired someone to keep the prototype in sync with the real application (?!?!?!?!)
- 22. So what went wrong?
- 29. Cargo Culting
- 32. Bike Shedding
- 33. So what went wrong?
- 34. They cargo-culted the prototype What went wrong?
- 35. They bike shedded tiny decisions What went wrong?
- 36. They “scaled” What went wrong?
- 37. They change their process, not their mindset What else can go wrong?
- 38. Success breeds change… and change can feel threatening... What else can go wrong?
- 39. They focus on engineering, and forget the users and the business What else can go wrong?
- 40. Key takeaways
- 41. Agile is about learning
- 42. Ship smaller batches more frequently
- 43. Test Assumptions
- 44. What Can I do?
- 45. Sit next to your product managers and designers Something simple you could do to ship more frequently:
- 46. GTFO of the building Something simple you could do to test assumptions:
- 47. Let go of the little things More suggestions:
- 48. Ask “why” More suggestions:
- 49. Do The Right Thing Do What Works Be Kind
- 50. Thank you!
- 51. Transforming How The World Builds Software © Copyright 2017 Pivotal Software, Inc. All rights Reserved.