Roots of Agility - Better Software Agile Dev Practices East 2014 Keynote
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Rob provides a lightweight model for assessing past, present, and future processes, methodologies, management frameworks, practices, and values; and whether they can be considered to grow and nourish organizational agility. In a phrase: "Long-view, human-centric systems thinking."
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Roots of Agility - Better Software Agile Dev Practices East 2014 Keynote
- 1. The Roots of Agility Rob Myers (aka @agilecoach) Agile Development Practices East 12 November 2014 18 November 2014 © Agile Institute 2008-2014 1
- 2. agility Wholehearted mastery of skills for delivering worthwhile products and services. 18 November 2014 © Agile Institute 2008-2014 2
- 3. 18 November 2014 © Agile Institute 2008-2014 3
- 4. appreciation Lee Copeland, SQE Tom Poppendieck, Poppendieck LLC John Heintz, Cutter Consortium Diana Larsen, FutureWorks Consulting 18 November 2014 © Agile Institute 2008-2014 4
- 5. 18 November 2014 © Agile Institute 2008-2014 5
- 6. Scrum Theory of Constraints XP Lean Agile Systems Thinking Kanban Lean Startup 18 November 2014 © Agile Institute 2008-2014 6
- 7. value-focused incremental cross-functional adaptive rapid feedback self-modifying self-organizing empirical iterative collaborative transparent 18 November 2014 © Agile Institute 2008-2014 7
- 8. 18 November 2014 © Agile Institute 2008-2014 8
- 9. Test-Driven Development CRC cards Continuous Integration slack sit together sustainable pace mocks BDD craftsmanship Design Patterns Emergent Design spikes pair programming ATDD relentless refactoring collective code ownership 18 November 2014 © Agile Institute 2008-2014 9
- 10. 18 November 2014 © Agile Institute 2008-2014 10
- 11. facilitation neuroscience Theory Y Theory Z safety autonomy mastery purpose Compassionate Communication sociocracy joy continuous learning Core Protocols trust Humanism Satir Method mindfulness respect Emotional Intelligence empathy 18 November 2014 © Agile Institute 2008-2014 11
- 12. Theory Y facilitation Test-Driven Development Scrum neuroscience CRC cards sociocracy value-focused Continuous Integration joy Design Patterns continuous learning cross-functional Lean reduced work-in-progress XP autonomy mastery Theory Z safety purpose Non-Violent Communication incremental BDD sit together craftsmanship Agile dedication trust Emergent Design spikes Core Protocols adaptive slack mocks rapid feedback sustainable pace self-modifying self-organizing ATDD empathy Cynefin relentless refactoring mindfulness collaborative fulfillment Systems Thinking Theory of Constraints Kanban Satir Method Humanism empirical pair programming respect Lean Startup iterative collective code ownership loyalty Emotional Intelligence transparent 18 November 2014 © Agile Institute 2008-2014 12
- 13. 18 November 2014 © Agile Institute 2008-2014 13
- 14. 18 November 2014 © Agile Institute 2008-2014 14
- 15. 18 November 2014 © Agile Institute 2008-2014 15
- 16. “Heal the divide between programmers and management.” -- Kent Beck 18 November 2014 © Agile Institute 2008-2014 16
- 17. technical symptoms Hidden dependencies. Deferred work. Fragile safety net. 18 November 2014 © Agile Institute 2008-2014 17
- 18. product symptoms Planning to Perfection. Absentee product leadership. Budget over Bandwidth. 18 November 2014 © Agile Institute 2008-2014 18
- 19. process symptoms The Agile Adoption Waterfall. Blind mimicry. Agile Adoption Success Metrics. 18 November 2014 © Agile Institute 2008-2014 19
- 20. my favorite Agile adoption metric 1 ______________________ # of Agile adoption metrics 18 November 2014 © Agile Institute 2008-2014 20
- 21. more process symptoms Organizational antibodies. Cargo Cult Agile. 18 November 2014 © Agile Institute 2008-2014 21
- 22. 18 November 2014 © Agile Institute 2008-2014 22
- 23. “Fear is the mind-killer.” -- Frank Herbert, Dune 18 November 2014 © Agile Institute 2008-2014 23
- 24. Ways to train new workers faster. Learning through dialog. Workers suggest improvements. Fair, respectful leadership. 18 November 2014 © Agile Institute 2008-2014 24
- 25. Plan Do Check Act 18 November 2014 © Agile Institute 2008-2014 25
- 26. 18 November 2014 © Agile Institute 2008-2014 26
- 27. The New New Product Development Game 18 November 2014 © Agile Institute 2008-2014 27
- 28. Scrum / XP New New Prod Dev Game “Waterfall” 1940 1970 2000 PDCA, TPS, Lean TWI 2020 18 November 2014 © Agile Institute 2008-2014 28
- 29. Long-View Human Centric Systems 18 November 2014 © Agile Institute 2008-2014 29
- 30. Empirical. Value-focused. Systems 18 November 2014 © Agile Institute 2008-2014 30
- 31. Human Centric Fairness. Enthusiasm. Community. 18 November 2014 © Agile Institute 2008-2014 31
- 32. Long-View Balance. Awareness. Responsibility. 18 November 2014 © Agile Institute 2008-2014 32
- 33. “If I had to pick just one quality that speaks to agility it would be the commitment to lifelong learning.” -- Diana Larsen, FutureWorks Consulting 18 November 2014 © Agile Institute 2008-2014 33
- 34. Continuous learning & improvement. Long-View Human Centric Systems 18 November 2014 © Agile Institute 2008-2014 34
- 35. My spin on Kent Beck’s aspiration Bridging the gap between our desire to build innovative products, and our need to live and work in wholesome environments. 18 November 2014 © Agile Institute 2008-2014 35
- 36. 18 November 2014 © Agile Institute 2008-2014 36
- 37. Rob.Myers@agileInstitute.com http://www.agileInstitute.com/ @agilecoach 18 November 2014 © Agile Institute 2008-2014 37
- 38. 18 November 2014 © Agile Institute 2008-2014 38
Editor's Notes
- At BSCADC to uncover which Agile framework to adopt or which Agile practice to implement? [LEFT] How many are here because of trouble in your Agile world? Often asked “which Agile? Which practice? Are we implementing this practice correctly?” Overwhelming information. For clients and myself. Want to explore “What is agility, really? Can we know what is GOOD?”
- Distinction: Agility, not Agile. By roots: Historic? We’ll touch on that. In pursuit of that which sustains, provides ALIVENESS. MODEL to ASCERTAIN AGILITY of past/present/future METHODS, FRAMEWORKS, PRACTICES
- RECALL “Connections”? JAMES BURKE Scientific DISCOVERY often via SERENDIPITY X-DISCIPLINE, GEO, TIME. We’ll journey through one of those HISTORICAL PERSPECTIVES, and in so doing, reveal FOUNDATIONS OF AGILITY.
- Lee for WELCOMING me here today to SHARE my EXPLORATIONS. Tom for re-confirming the SIGNIFICANT HISTORICAL CONNECTION. John Heintz for helping me SORT OUT the numerous lessons from those connections. Diana Larsen for reminding me of the DEEPEST TAPROOT OF AGILITY.
- Our JOURNEY begins in this BANYAN GROVE in Banyan Court Park, Lahaina Hard to id original tree. They’re all CONNECTED. There was a FIRST tree, but there is NO ONE TRUE TREE. If we had snapshots of the trees in each decade…
- My own history provides the first steps. Quickly, there were supporting interests.
- When asked, I describe Agile methods with attributes/qualities like…
- TECHNICAL AGILE COACH I spend a lot of time TRAINING and COACHING teams in Agile Software Engineering Practices. FITS MENTAL MODEL OF AGILITY. WHERE WITHOUT THEM? photo: purchased on iStock
- “WHICH PRACTICE?” Not the root. HOW DISCIPLINED WHAT THEY PROVIDE Not “make devs happy at all costs” but “create environment where devs are happy to deliver innovative value.” Discipline: we have to have an actual idea of how the practice we're engaged in benefits us, and the org. "Just doing my job so I don't get fired" is never enough.
- FLUFFY BUNNY COACH (PEJORATIVE) CHOOSE to EMBRACE & EXPLORE HUMANISTIC DIMENSION. NEITHER WHOLE FOCUS NOR IGNORED. http://www.cutestpaw.com/images/fluffy-bunny-3/ by Michelle Cazares
- Joy, Trust, Respect – practices coalesce around those. THEORY X– WORKERS LAZY, so SUPERVISED by additional LAZY PEOPLE. HEALTHY HUMAN RELATIONSHIPS. Err towards those with LEAST POWER. They are applicable at all levels in an organization, though we should probably err on the side of favoring those with the least power. Taking care of employees, and creating a community within the corporation, rather than exploiting their good intentions. All for one and one for all, rather than individual self-Interest and short-term gains.
- INCREASING INFORMATION OVERLOAD. TOO MANY TO MASTER WHAT TO DO?
- NATURAL & HEALTHY IDEAS GROW, CHANGE, & put down NEW ROOTS BANYAN CONNECTIONS OBVIOUS. NOT SO COMPSCI, FLUFFY BUNNY, and CAPITALISM.
- LOOKING AT ONE ORGANISM. RESILIENCE: SAPLINGS. UTAH 10,000 years old. CONNECTIONS HIDDEN. TREES VISUAL MANIFESTATION, not the FOUNDATION.
- SNOWBIRD 2001: SIGNING AGILE DEFINED BY MANIFESTO? Manifesto as REACTION. VISIBLE MANIFESTATION of OLDER, LARGER MOVEMENT => AGILITY.
- “WHY ARE WE HERE?” HOW WE DOING after 13 YEARS?
- Feature or architectural dependencies across teams. “Incremental means ‘fix it later’!” => Deferred work => Technical debt. Too few automated tests => hard to change => defects.
- Going Agile so we need to build a thorough backlog…? Hand baby to nanny, see ya in 18 don’t mess it up. PORTFOLIO PLANNING
- “EVALUATE & CHOOSE, then get CERTIFIED!” WHAT SALESFORCE DID minus EXISTENTIAL CRISIS # SCRUM TEAMS, CSMs
- Measuring Agile success: Fundamental mistrust of our own senses, collective observations, judgments, suggestions. Notice the efforts to measure Agile success or failure. To prove or disprove it works. An odd endeavor. A misguided endeavor. Better to find what works in your business, or more generally, what facilitates the delivery of your customer value?
- Natural Resistance to change. “Where do I fit?” Missing feedback on contribution.
- MELANESIAN Islands WWII: CONTROL TOWERS, AIRSTRIPS, and PLANES IMITATION of SUPERFICIAL ACTIONS and VISIBLE MANIFESTATIONS MISSING UNDERLYING SYSTEM / ROOT CAUSES. “AGILE” W/O AGILITY.
- FEAR: ROOT CAUSE! SOMETHING I LIKE GOING AWAY; SOMETHING UNPLEASANT WILL HAPPEN => FEAR OF CHANGE
- Training Within Industry (TWI) WWII: FASTER MANUFACTURING / DELIVERING PLANES, SHIPS, TANKS <CLICKS> FADED: BIZ AS USUAL + NO COMPETITION, NO NEED TO OPTIMIZE Faded after the war, either back to “business as usual” or because there’s no need to be at peak performance when there’s little to no competition. Late 1940’s, W. Edwards Deming takes methods inspired by Walter A. Shewhart of the Bell Telephone Laboratories: Plan-Do-Check-Act. Plan, Do, Reflect, Adjust. Iterative process of exploration based explicitly on the scientific method. Deming’s ideas flourished in post-WWII Japan, eventually resulting in Toyota Production System, Lean, and notions of Kaizen. Job Instruction: Train coaches to train new workers faster. “show the procedures while explaining the key points and the reasons for the key points” “If the worker hasn’t learned, the instructor hasn’t taught.” Job Methods: Workers asked to evaluate the efficiency of their jobs and to suggest improvements, and removal or replacement of wasteful steps. Job Relations: Taught supervisors to deal with workers effectively and fairly. "People Must Be Treated As Individuals”. Program Development: Coach the trainer-coaches to help solve production problems. One of the things we’ve “forgotten” is the notion that the experiment is not the lesson. Or, in this case, the change is not the improvement. We argue over which is more effective: Small changes (Kanban) or large (Going Scrum). Drastic restructuring should be undertaken only in the most dire of circumstances: Existential crisis. You risk it all when you play that card. When we talk about continuous improvement we’re acknowledging that small changes sometimes have a small impact, and sometimes a great breakthrough. American Zen tradition: A Buddhist teacher moved in to a quaint neighborhood in the midwest. His neighbors warned him that the great tree growing in his yard would eventually get into his pipes, and would crack his foundation. So he started chopping the tree down, with an axe. Every weekend, he could be seen chopping at the tree. People would offer to help, and he would politely decline. Folks would suggest a chainsaw, and he would decline. One day, the great came crashing down noisily into the yard. Which stroke of the axe brought down the tree?
- After WWII, W. EDWARDS DEMING took PDCA to JAPAN Resulting in TOYOTA PRODUCTION SYSTEM, LEAN, KAIZEN
- ‘70 WINSTON ROYCE: GATED PHASES WE CALL WATERFALL PRESENTED a TROUBLED MODEL, BUT ONLY KNOWN VIABLE CHOICE FOR ***SOFTWARE*** ADA COMPILES / TDD NOT COMPELLING (Waterfall Zimbabwe - free from Microsoft Office)
- Harvard Business Review January 1986 [TITLE] NONAKA & TAKEUCHI TYPE A WATERFALL TYPE B OVERLAPPING MINI-WATERFALLS TYPE C “RADICALLY X-FUNC & PARALLEL” or “RUGBY” => SCRUM
- 1994 FIRST SCRUM TEAM NNPDG as BRIDGE from WATERFALL to SCRUM, and across CONTINENTS and CULTURES HISTORIC ROOTS POINT TO ENLIVENING FUNDAMENTALS 1940-1950- TWI 1945 - 2015 Lean/TPS 1970 – 2000 Waterfall worked sufficiently while the tools caught up with the theories. E.g., Moore’s Law. When it took ½ hour to compile my Ada code, I wasn’t doing TDD. With today’s computing power, and the application of Lean, Kanban, or ToC to a phased/gated model, and we’re compelled to remove waste, ease constraints, remove gates, and parallelize activities within an iterative and incremental framework. 1970 – 2015 SVM – Milton Freidman (mention here???)
- COMONALITIES POINT US TO LONG-TERM VIEW, HUMAN-CENTRIC, and SYSTEMS-THINKING READ LONG_VIEW HUMAN-CENTRIC SYSTEMS 1. Human-centric: respect, autonomy, mastery, craftsmanship, purpose, fulfillment. CEO Principle. High expectations for mastery, dedication, loyalty. Trust. Never one-sided, though we should err on the side of those with the least power. Take care of the employees, rather than exploiting their good intentions. Theory Y and Z, not X. The triple-win, rather than greed or Self-Interest. 2. Systems Thinking: scientific method (change one thing, run the experiment) all the way to TDD, "Temporal Thinking" long term thinking and short term planning (again discarding wrong-headed ness re shareholder value model). Theory of Constraints. Learning Organization. 3. Long-term Accountability. What happens when a company stops innovating, even briefly? What happens when you remove predators from an ecosystem? Since we are already accountable despite our efforts to hide from the greater system, let's try to take account of that, and optimize for the greater good (which also includes us)? Corporate responsibility. Consider costs of whole value stream, including the areas where we don't have control, but influence: eg the human rights of workers in China (Apple), or the carbon footprint of burning coal (everyone) and raising beef cattle (McDonalds). If we aren't accountable for our impact upon the greater system in which we live, it will probably re stabilize itself by removing us. Less pollution, less energy, less human suffering; while providing comfort to both producers and consumers.
- LEAN CUSTOMER SATISFACTION “Inspect & Adapt” aka scientific method (change one thing, run the experiment) all the way to TDD, "Temporal Thinking" long term thinking and short term planning (again discarding wrong-headed ness re shareholder value model). Theory of Constraints. Learning Organization. Your decision's impact => Big Visible Charts will help. … Improving communication & transparency. Including all real costs and benefits. Limiting WIP. Establishing rapid feedback.
- CORP AS COMMUNITY Human-centric: respect, autonomy, mastery, craftsmanship, purpose, fulfillment. CEO Principle. High expectations for mastery, dedication, loyalty. Trust. Never one-sided, though we should err on the side of those with the least power. Take care of the employees, rather than exploiting their good intentions. Theory Y and Z, not X. All for one and one for all, rather than "Rational Self-Interest.” … Self-organization. Theory Y & Theory Z. Autonomy, Mastery, Purpose. Technical excellence / Craftsmanship. Communication & transparency (again).
- BALANCING PROFITS WITH SUSTAINABILITY AWARENESS OF THE WIDER IMPACTS OF OUR DECISIONS A LEVEL OF RESPONSIBILITY for OUR PRODUCTS, CRADLE-TO-GRAVE Costs & benefits measured cradle-to-grave, well-to-wheel. Long-term Accountability. What happens when a company stops innovating, even briefly? What happens when you remove predators from an ecosystem? Since we are already accountable despite our efforts to hide from the greater system, let's try to take account of that, and optimize for the greater good (which also includes us)? Corporate responsibility. Consider costs of whole value stream, including the areas where we don't have control, but influence: eg the human rights of workers in China (Apple), or the carbon footprint of burning coal (everyone) and raising beef cattle (McDonalds). If we aren't accountable for our impact upon the greater system in which we live, it will probably re stabilize itself by removing us. Less pollution, less energy, less human suffering; while providing comfort to both producers and consumers. Good corporate citizenship. Community-building (again). Including all real costs and benefits (again).
- TAPROOT KEY TO GROWING AGILITY
- Continuous learning and improvement towards long-term human-centric systems thinking. Where is “AGILITY”? <click> Paying a fair wage to overseas assembly-line workers, and domestic retail workers.
- ASPIRE to REPLACE CARGO CULT Agile BY GROWING INTENTIONAL AGILITY. METHODS, FRAMEWORKS, PRACTICES COME N GO. UNDERNEATH, ROOTS SURVIVE
- Thank you!
- Use this model in conjunction with Larsen’s and Shore’s Agile Fluency Model. 2. Tour or study great implementations of agility: Menlo Innovations in Ann Arbor.
- Ask “Why?” not “WHO?!” The Microsoft SM dilemma.