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The Cornerstone of Agile: Why it works, Why it hurts



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The Cornerstone of Agile: Why it works, Why it hurts

  1. 1. The Cornerstone of Agile: Why it works, Why it hurts Dr. Alistair Cockburn ©Alistair Cockburn 2012
  2. 2. 2 Agile Manifesto, 2001 People ! Individuals and interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiations Responding to change over following a plan Where is the magic? ©Alistair Cockburn 2012
  3. 3. 3 “The Magic Happens Here” the 1st value of the Manifesto make it work make it hurt the magic in the method the limits on our brilliant ideas we can say that distance hurts we can’t say if 2 people will work well together ©Alistair Cockburn 2012
  4. 4. 4 A community activity: communicate & agree. ? ©Alistair Cockburn 2012
  5. 5. 5 People ... Deciding … they don’t understand which keeps changing To an interpreter unforgiving of error Making decisions every decision has economic consequences and resources are limited. ©Alistair Cockburn 2012
  6. 6. 6 People issues determine a project’s speed Can they easily detect something needs attention? (Good at Looking Around) Will they care enough to do something about it? (Pride-in-work; Amicability) Can they effectively pass along the information? (Proximity; face-to-face) ©Alistair Cockburn 2012
  7. 7. 7 People are non-linear, spontaneous Weak on: Strong on: Discipline Communicating Consistency Looking around Changing habits Copy / modify Following instructions Motivated by: Unpredictable in small groups Pride in work Divorced couples Pride in contributing Spontaneous likes / dislikes Pride in accomplishment Mood sensitive Not tied to “theory” ©Alistair Cockburn 2012
  8. 8. 8 Some parts are covered by theory Courtesy of RoleModel Software ©Alistair Cockburn 2012
  9. 9. 9 Face-to-face is the most effective - Try Video Communication Effectiveness 2 people at whiteboard 2 people on phone Videotape (Courtesy of Thoughtworks, inc.) 2 people on chat Paper Richness of communication channel ©Alistair Cockburn 2012
  10. 10. 10 Information transfers faster with proximity (Distance Hurts) Very effective. Kim Pat Still Effective. Kim Pat $50,000 /yr penalty. Kim Pat $150,000 penalty. Kim Pat ©Alistair Cockburn 2012
  11. 11. 11 Semi-open office configuration. Photo courtesy of Thoughtworks corp. ©Alistair Cockburn 2012
  12. 12. 12 Nearby-programming and pair-programming Photo courtesy of Thoughtworks corp. ©Alistair Cockburn 2012
  13. 13. 13 We can learn from an office plan Kitchen Programming work Meeting Private work Library convection currents, drafts, communities. Courtesy of Ken Auer, RoleModel Software, Inc. ©Alistair Cockburn 2012
  14. 14. 14 Information radiators: large, public and changing by hour/day/week ... A c c e p ta n c e T e st S c o r e s Acceptance Tests 250 200 150 100 Courtesy of Thoughtworks 50 0 1 2 3 4 5 6 7 8 9 10 M o n th Correc t T e s ts Courtesy Ron Jeffries ©Alistair Cockburn 2012
  15. 15. 15 People are the cornerstone of agile development Deciding … they don’t understand which keeps changing It works, it hurts … just don’t ever forget it ©Alistair Cockburn 2012