One principle architects employ when designing buildings is "form follows function." That is, the layout of a building should be based upon its intended function. In software, the same principle helps us create an integrated design that focuses on fulfilling the intent of the system. Ken Pugh explores congruency-the state in which all actions work toward a common goal. For example, as Ken sees it, if you form and promote integrated teams of developers, testers, and business analysts, then personnel evaluations should be focused on team results rather than on each individual’s performance. If you embrace the principle of delivering business value as quickly as possible, the entire organization should focus on that goal and not the more typical 100% resource utilization objective. If you choose to have agile teams, then they should be co-located for easy communication, rather than scattered across buildings or the world. Ken describes how you can identify and manage these and other challenges to move toward congruency so that form truly does follow function.

1.
KT2
Keynote
11/8/2012 12:45 PM
"Form Follows Function:
The Architecture of a Congruent
Organization"
Presented by:
Ken Pugh
Net Objectives
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
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2. Ken Pugh
Net Objectives
A fellow consultant with Net Objectives (netobjectives.com), Ken Pugh helps companies
transform into lean agile through training and coaching. Ken’s particular interests are in
communicating (particularly, effective requirements communication), delivering business value,
and using lean principles to deliver high quality quickly. He trains, mentors, and testifies on
technology topics ranging from object-oriented design to Linux/Unix. Ken has authored the Jolt
Award winning Prefactoring, Interface-Oriented Design, and Lean-Agile Acceptance Test Driven
Development: Better Software Through Collaboration. He has helped clients from London to
Boston to Sydney to Beijing to Hyderadad. When not computing, Ken enjoys snowboarding,
windsurfing, biking, and hiking the Appalachian Trail. He can be reached
at ken.pugh@netobjectives.com.

3. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
info@netobjectives.com
www.netobjectives.com
Form Follows Function:
The Architecture of a
The Architecture of a
Congruent Organization
Guiding Your Organization, People and Processes
Guiding Your Organization People and Processes
To Congruency
Ken Pugh, Fellow Consultant, Net Objectives
All pictures Copyright © Ken Pugh, except as noted
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Ken Pugh
Fellow Consultant for Net Objectives
Photo
Size:
Height: 2.25
Position:
from top left corner
Horizontal 0.75
Vertical 1.
Picture Style: Simple Black
Frame
Lean, Agile, ATDD, TDD, OO, etc.
Over 2/5
Over 2/5 century of software development
of software development
experience
Author of seven books, including:
– Prefactoring: Extreme Abstraction, Extreme
ken.pugh
@netobjectives.com
Separation, Extreme Readability (2006 Jolt Award)
– Interface Oriented Design
– Lean Agile Acceptance Test‐Driven Development:
l
l
Better Software Through Collaboration
No code goes in till the test goes on.
A journey of two thousand miles begins with a single step.
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4. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Overall Rule
There are exceptions to every statement, except this
one
Ideas expressed in this talk may not work for all
organizations
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Form and Function
Feedback
Lean
Tools
Trust
Time
Business Value
Metrics
Teams
Communication
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Estimating
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5. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Head above the clouds
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Form and
Function
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Form Follows Function
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8. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Function Follows Form
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Congruency
Congruency = all actions work toward an agreed upon
goal
Actions and form of an organization match its desired
processes
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9. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Shared vision
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10. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Lean
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Lean
Lean – congruent process
– Drive from business value
– Deliver in small pieces
– Transparency
Concentrate on
– Flow
– Waste
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11. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Small
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Idea
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Business decision
Flow
Implementation
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Availability
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12. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
business value
Why?
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13. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Definition of Done
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Small
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15. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Business Value
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Both Sides
How many measure savings / earnings versus the cost
part?
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16. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Business Value – What Is It? (1)
"I can't define it, but I know it when I see it"
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Business Value – What Is It? (2)
Business Value can be:
– Increased revenue (sales, royalties, fees) ($$)
–D
Decreased expenses ($$)
d
($$)
Less resources
More efficient use of resources
– Customer satisfaction ($$ ??)
Promoters / Satisfiers/ Detractors
– Staying in business ($$ ??)
– Staying out of jail ($$ ??)
Staying out of jail ($$ ??)
– Avoiding risk ($$ ??)
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17. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Business Value Measurement
Customer estimate business value for items
Could use $$
Often difficult to do or compute
Business value is unit‐less
– Relative
– Allows comparison between non‐$$ and $$
As item is "done", business value achieved
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Bang for the Buck
BfB is estimate of “return on investment”
BfB = BV/EE
– EE – relative effort estimation
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18. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Business Value Chart
BV
Iteration
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Teams
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19. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Football teams
Product team
– offensive unit
– defensive unit
– special teams unit
– customer unit
– developer unit
– tester unit
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20. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
© U.S. Army
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Successful Teams
Successful teams:
–
–
–
–
Collaborate
Shared accountability
Shared approach to doing work
Shared history
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21. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Teams
Collaboration
– Best collaboration requires collocation
– Make physical separation as close to physical togetherness
Virtual wall
Shared approach and history
– Keep teams together
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22. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
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Trust
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23. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Trust
Trust
– Reliability
– Predictability
– Competence
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Trust Building
Acknowledge that trust takes time to build and
emerge
– Therefore, keep teams together
Respond back with good or bad news in a timely
manner
Minimize split project assignments
Frequent delivery
q
y
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24. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Trust – Not
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Testing Builds Trust and Accountability
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25. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Metrics
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The metric is the message
**** Need picture here of a ruler
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Metrics
What is important?
– Customer /user satisfaction
– Production defects
– Rate of delivery of business value
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27. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Monitor At Appropriate Level
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To encourage innovation,
reward failure
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28. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Feedback
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Feedback
No feedback
Desired
With feedback
Delivered
Desired
Delivered
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29. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
frequency of
measuring mileage
Shorten Feedback
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30. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
What Helps Lean
Congruency
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Clear Prioritization
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Tradeoffs
Time
Quality
Resources
Scope
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Policies
Driving in Germany ‐ picture of autobahn
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Resource Utilization
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Big Picture
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Big Picture
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34. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Time
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Multi‐tasking
Picture of multi‐tasker
Highest priority item done first
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35. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Multi‐tasking
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36. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Issues
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37. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Prototype
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Technical Debt
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38. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Sometimes You Start Over
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Everything’s Relative
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39. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
daily hike distance
Look ahead is okay
© istockphoto.com
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40. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Communication
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41. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
“Done”
“The program is done”. Does that mean?
A.
B.
C.
D.
The code compiles
The program passes the programmer's tests
The program passes the tester's test
The program has been accepted by the customer
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“Tomorrow”
“I'll have that for you tomorrow”. Does that mean?
A.
B.
C.
D.
First thing in the morning
Sometime during the day
By the time I leave work tomorrow
At least one second before midnight
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42. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
“Late”
A meeting is scheduled to start at 10:00 a.m. What
is “late”?
A.
B.
C.
D.
Anytime after 10:00 a.m.
After 10:05 a.m. (grace period)
Being the last person to arrive
No time, as long as there is an excuse
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Use customer terms
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43. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Tools
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Function Then Form
Determine your process first manually
Then find the tool to match your process
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44. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Why software?
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Estimating
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45. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
estimating
Estimates
Guesses, not reality
Why estimate?
– Aid in planning
– But not replace it
Metrics on estimates?
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46. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Estimating – Gaussian
Most Likely
Average
g
0.25
0.2
0.15
Series1
0.1
0.05
0
1
2
87
87
3
4
5
6
7
8
9 10 11 12 13 14
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Estimating – Typical Distribution
Most Likely
Average
0.18
0.16
0 16
0.14
0.12
0.1
Series1
0.08
0.06
0.04
0.02
0
1
88
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3
4
5
6
7
8
9
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47. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Why Things Take Longer
“Common cause” – known reasons
–
–
–
–
Lack of standard development process
Lack of automation
Interruptions
Changing priorities of work in progress
“Special cause” ‐ unforeseen reasons
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Change
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48. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
New Status Quo
Old Status Quo
Transforming Idea
Chaos
Change Model From Virginia Satir
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Matrix
Matrix of project versus function
Team /
Team /
Function
Business
Business
Analysts
Developers
Testers
Team A
Team B
Team C
Team D
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49. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Differences
Absolute versus relative
Quantitative versus qualitative
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Communication
Small
pieces
Teams
Business
Value
Vl
Priority
Flow
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50. Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration
Thank You
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