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Lessons from the Cornish Software Mines

  1. Lessons  from  the  Cornish   February  2013   So/ware  East,  Cambridge   So/ware  Mines   Allan  Kelly   allan@so/   Twi>er:  @allankellynet h>p://    
  2. Allan  Kelly   •  Agile  Training  &  ConsulLng  –   So/ware-­‐Business  alignment   •  Author:   –  Changing  So*ware  Development:   Learning  to  be  Agile,  Wiley  2008   –  Business  Pa<erns  for  So*ware   Developers,  Wiley  2012   97  Things  Every  Programmer  Should   Business  Analysis   Know   and  Leadership:   Henney,  2010   Influencing   Context  EncapsulaGon  in   change   Pa<ern  Languages  of  Program     Design     Penny  Pullan  &   Volume  5,  2006   James  Archer   2013  
  3. Cornwall?   A  laboratory?  
  4. Objec&ve-­‐1   “Convergence”   Objec&ve:   Social  Fund   •  Help  Cornish  SMEs   •  Create  jobs  in  Cornwall   Grow Cornwall! Coaching  for   High  Growth  
  5. Who  was  helped?  
  6. Programme  evaluaLon   •  Independent  evaluaLon   • • commissioned  by  Oxford   InnovaLon   •  6  months  a/er  end  of  the   programme  (September  2012)   •  13  companies  took  part   –  Out  of  15  in  programme  as  a  whole  
  7. Programme  evaluaLon   •  “Agile  Programme  met  the  expectaLons”     •  Benefits  are  being  realised…   –  more  flexible  approach  to  business,     –  more  responsive  through  improved  workflow   –  improved  communicaLons  and  team  cohesion     –  in  general  they  are  more  efficient   –  be>er  customer  service  and  saLsfacLon   •  TacLcally,  businesses  report  having  improved   Lmes  to  market  and  be>er  product  tesLng.  
  8. Results   •  Half  of  businesses  …  created  at  least  one  new  posiLon   …  average  of  four  jobs  per  company   •  Businesses  credit  Agile  (at  least  parLally)  for  creaLng   50  new  posiLons  in  total.   –  Min  half  of  the  new  jobs  were  high  skilled  roles   •  7  companies  the  turnover/revenue  had  increased   –  3  report  significant  increase.     •  6  have  increased  profitability   –  3  experiencing  a  significant  increase.     •  6  parLcipants  have  experienced  an  increase  in   customers  or  opportuniLes,     –  3  said  it  was  a  significant  increase  
  9. How  did  we  help?   •  Training   •  Coaching  –  mulLple  levels   •  Time  –  on  going,  Return  visits   •  Agile  FoundaLons  training  workshop   –  Followed  by  Process/Product  Coaching   •  Test  Driven  Development  Workshop   –  Followed  by  Technical  Coaching  
  10. Process  Coaching   •  Monthly   Light  touch   –  Review  the  board   coaching   –  Talk  to  team,  talk  to  managers   –  Answer  quesLons   –  What’s  working  well?   –  What’s  causing  problems?   –  What  needs  changing?   –  Discuss  alternaLve  approaches  
  11. Technical  Coaching   •  Focus  on  Test  Driven  Development   •  Clients  using:  C,  C#,  C++   Team  found  a  bug  in   legacy  code  using  TDD  the   •  2-­‐day  C#  TDD  course     day  a/er  the    course   –  Followed  by  BDD  &  Architecture  courses  later   •  Ongoing  coaching  a  few  days  a  month   –  Pair  programming   •  Later  PHP  TDD  training  &  coaching   –  With  SebasLan  Bergmann  
  12. 4-D Coaching Model Building  the  right  thing   Building  it  right     Time  
  13. 3  Sided  Coaching   What  is  the  company  making?   How  is  the  company  organized?   Advice  for  senior  managers   Company:  Strategy   Less  DirecLve   What  processes  are  followed?   Are  you  delivering?   Product:  Process   More  DirecLve   Advice  for  teams   What  is  the  architecture?  Is  the   Code:  Technical   code  tested?    Are  you  finding   bugs?   Advice  for  programmers  
  14. 3  Sides   Code:  Technical   •  Not  a  hierarchy   Product:  Process   –  Use  together  or  in  combinaLon   –  Value  in  each  dimension   Company:  Strategy   –  Whole  >  Sum  of  parts   •  Use  different  coaches   –  Difference  audiences  inside  company   –  Different  coaches  have  different   specializaLons  
  15. +  Time  (the  4th              dimension)   •  Don’t  expect  it  all  at  once   •  Different  people  learn  at   different  speeds   •  Iterate   –  Li>le  and  o/en  
  16. Research  Instruments   As  a  User  I  would  like  the  so/ware  to   remember  my  setngs  so  that  I  don’t   have  to  re-­‐calibrate  and  re-­‐configure   the  so/ware  each  Lme  I  use  it.   As  an  Embryologist  I  would  like  to   be  able  to  replay  stored  videos  of   procedures  so  that  I  can  see  how   they  were  performed   As  a  Pa&ent  I  would  like  to  see   confirmaLon  that  both  me  and  my   embryo  have  been  idenLfied  correctly  so   that  I  can  relax  and  feel  confident  
  17. Dev  Manager   This  isn’t  esLmaLon,  that’s   RI   MysLc-­‐Meg  stuff,  we  KNOW   when  will  be  done   Burn  Down   Development  Effort   90.0   80.0   70.0   82.0   73.5   60.0   63.5   50.0   57.0   47.0   40.0   46.0   28.0   30.0   24.0   20.0   10.0   0.0   4.0   0.0   0   1   2   3   4   5   6   7   8   9   RI  Viewer  Priority  
  18. RI  -­‐  The  Benefits     (own  words)   Dev  team   Outside  dev   •  Team  enthusiasLc,  focused,   •  Other  teams  want  to  adopt   moLvated   Agile  principles   •  Encourage  changes  in   •  Quality  dept  is  happier   requirements   •  Snr  Management  have  graphs   to  play  with   •  Easier  management   •  MarkeLng  speak  the  same   •  Higher  quality   language   •  Predictability  +  Flexibility   •  Customers  given  accurate   •  IdenLfy  problems  quickly   Lmescales   •  Development  process  is  simple  
  19. Xanpan  =  Kanban  +  XP   Company  board  –  whole   company!  
  20. Keep  reinforcing  the  message   •  Agile  Programme  R.I.P.   •  Long  live  Agile!   –  Companies  cross  site  visits     –  Managers  “acLon  learning  set”   –  Some  shared  training  iniLaLves   –  OI  conLnues  High  Growth  coaching  for   managers  
  21. Icing  on  the  cake…   Retu Agile  on  the  Beach  Conference  -­‐    September   rning 5-­‐6  S for  a 2011  &  2012,  Falmouth  y eptem  3 rd  yea Ke n ber  2 r otes Gabr :  Dan  N Mary  &  Tom  Poppendieck,  Kevlin  Henney,   013     iel  St orth Steve  Freeman,  Rachel  Davies,  Mnhard  &   ei ichael   t   Feathers,  Eben  Upton,  ….   h>p://  
  22. What  did  we  Learn?  
  23. Lessons  Learned:  DifficulLes   •  Training  +  Coaching  works   –  When  we  didn’t  success  is  slower   •  Success  is  relaLve   –  Company  we  don’t  consider  a  success,  they  do!   •  Horse  to  water   –  Not  everyone  conLnued  a/er  training  
  24. Lessons  Learned:  People   •  Doesn’t  align  with  some  people  own  views   •  Agile  exposes  (exisLng)  personnel  problems   –  Nowhere  to  hide   –  Hard  to  avoid   •  People  learn  at  different  speeds   –  Teams  &  Companies  adopt  at  different  speeds   •  People  (companies)  need  help  to  get  this  stuff  
  25. Lessons  Learned   •  Even  cheap  isn’t  cheap  enough   •  Senior  Team  have  problems  too   –  Management  coaching  required   •  Process  first  can  be  effecLve   •  Limits  of  remote  coaching   –  Limits  of  light  touch?   •  Who’s  success  is  it  anyway?   –  Can  a  Coach  ever  claim  success?  
  26. Don’t  push  change  -­‐  Let  them  pull!   •  Lay  out  your  stall   A  model  inside   –  And  wait   the  corporaLon   too?  
  27. What's  the  best   way  to  take  a   bridge?   Both  ends  at  once   Brigadier  General  Gavin   Major  Julian  Cook   Quote:  A  Bridge  Too  Far   •  Cornelius  Ryan  (Book)   Image:  Nijmegen  bridge  from  FaceMePLS,   CreaLve  Commons  License  on  Flickr   •  Richard  A>enborough  (Film)  
  28. Our  bridges  have  3  ends!   Tridge,  Midland,  Michigan  -­‐  Image  from  Gary  Teall,  Fenton  Low  AlLtude     FLAP  @  h>p://  
  29. QuesLons   Allan  Kelly   allan@so/   Twi>er:  @allankellynet h>p://    

Editor's Notes

  1. RI -&gt; Distributor -&gt; Infertility Clinic -&gt; Infertile Couple / PatientStories have improved as time goes on
  2. You can predict when this will be way before you actually get there.
  3. Agile matches the way that developers want to developNo Gantt, simple project plans, no task lists, no assigning of tasks to individuals, high visibilityMuch greater confidence in the software being produced – it smells betterPredict accurately end points (A 3 month development prediction was accurate to the day !)Identifies problems – they stick out. We had to add other specialists in the team and will probably add more