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Empirical processcontrol
The document discusses empirical process control, as compared to defined process control. Empirical process control is based on the scientific method, taking an experimental approach to software development by iterating quickly and using results from previous iterations to continually learn and improve. This contrasts with defined process control which aims to maximize efficiency but allows for less learning. The document advocates for using empirical process control and an evidence-based approach to software development.
Empirical processcontrol
- 1. Empirical Process Control by Geir Amsjø agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
- 2. Empirical vs. Defining agile42| The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 3. “At the Universityof California at Irvine, ... they just planted grass... they waited a year and Empirical vs. Defining looked at where people had made paths in the grass and built the side walks there.” agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 4. Defined Process Control Inspired by the assembly line agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 5. Empirical Process Control Based on the the Scientific Method agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 6. Scientific Method Steps: • Ask a Question • Do Background Research • Construct a Hypothesis • Test Your Hypothesis by Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results Scientific Method agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 7. Software Development Which Metaphor? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 8. ? Software Development Which Metaphor? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 9. Which Metaphor? agile42 |We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 10. Which Metaphor? agile42 |We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 11. Process Control vsComplexity The Cynefin Framework From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 12. Process Control vsComplexity The Cynefin Framework Defined Process Control From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 13. Process Control vsComplexity Empirical Process Control The Cynefin Framework Defined Process Control From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 14. Defined vs Empirical agile42| The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 15. Defined vs Empirical “How to maximize resource utilization and activity speed” agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 16. Defined vs Empirical “How to maximize resource utilization and activity speed” “How to maximize learning and innovation” agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 17. Scientific Method vsScrum Ask a Question • Do Background Research • Construct a Hypothesis • Test Your Hypothesis by Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 18. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background Research • Construct a Hypothesis • Test Your Hypothesis by Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 19. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background • Do some investigation in that area Research • Construct a Hypothesis • Test Your Hypothesis by Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 20. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background • Do some investigation in that area Research • Define User Stories for this. Estimate • Construct a Hypothesis and prioritize (MMF, MVP). • Test Your Hypothesis by Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 21. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background • Do some investigation in that area Research • Define User Stories for this. Estimate • Construct a Hypothesis and prioritize (MMF, MVP). • Test Your Hypothesis by • Run Sprint Doing an Experiment • Analyze Your Data and Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 22. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background • Do some investigation in that area Research • Define User Stories for this. Estimate • Construct a Hypothesis and prioritize (MMF, MVP). • Test Your Hypothesis by • Run Sprint Doing an Experiment • Do Sprint review. Deliver the • Analyze Your Data and increment (?) Draw a Conclusion • Communicate Your Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 23. Scientific Method vsScrum • “They clearly need better browsing Ask a Question capabilities. What if we provided Geographical Browsing?” • Do Background • Do some investigation in that area Research • Define User Stories for this. Estimate • Construct a Hypothesis and prioritize (MMF, MVP). • Test Your Hypothesis by • Run Sprint Doing an Experiment • Do Sprint review. Deliver the • Analyze Your Data and increment (?) Draw a Conclusion • Have retrospective, update Product • Communicate Your Backlog (learning) Results agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 24. Implications of Empirical agile42| The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 25. Implications of Empirical • Learning is “hard cash” agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 26. Implications of Empirical • Learning is “hard cash” • Speed is vital for learning agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 27. Implications of Empirical • Learning is “hard cash” • Speed is vital for learning • A safe-to-fail environment agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 28. Implications of Empirical • Learning is “hard cash” • Speed is vital for learning • A safe-to-fail environment • We must expect to fail agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 29. Implications of Empirical • Learning is “hard cash” • Speed is vital for learning • A safe-to-fail environment • We must expect to fail • Team self-organize and find the best possible way to perform the work agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 30. Implications of Empirical • Learning is “hard cash” • Speed is vital for learning • A safe-to-fail environment • We must expect to fail • Team self-organize and find the best possible way to perform the work • The best “experiments” lead to both valuable product increments and learning agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
- 31. Contact and information •geir.amsjo@agile42.com, • www.agile42.no • www.agile42.com • Blog: scrummaster.no • Twitter: @gamsjo agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Editor's Notes
- #2 \n
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- #4 If you have to produce the same thing day in day out - an assembly line might work.\nThe different steps are highly specialized to do one thing extremely good.\nThen also the related processes might work for you.\n(In manufacturing almost nobody uses waterfall anymore)\n
- #5 Solving completely new problems requires exploration. A more or less strong hypothesis, then designing an experiment, then analysing the result to create an even stronger hypothesis.\n\nFinne ut så raskt som mulig om det er et problem som er verd å løse\n\n\n
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- #8 Creating software is a creative exercise. It is about solving the problem ONCE. There is no production issue in IT. Like in Science we need to create good experiments to as quickly and efficient as possible learn wether our hypothesis is strong or not.\n\n
- #9 Simple\n Repeating patterns and consistent events\n Clear cause-and-effect\n Relationships evident to everyone;\n Right answer exists\n Fact-based management\nComplicated\n Expert diagnosis required\n Cause-and-effect relationships discoverable but not immediately apparent to everyone\n More than one right answer possible\n Known unknowns\n Fact-based management\nComplex\n Flux and unpredictability\n No right answers\n Emergent instructive patterns\n Unknown unknowns\n Many competing ideas\n A need for creative and innovative approaches\n Pattern-based leadership\nChaotic\n High turbulence\n No clear cause-and-effect relationships, so no point in looking for right answers\n Unknowables\n Many decisions to make and no time to think\n High tension\n Pattern-based leadership\nDisorder\nYou will have disorder when you don´t understand where you are.\n
- #10 Simple\n Repeating patterns and consistent events\n Clear cause-and-effect\n Relationships evident to everyone;\n Right answer exists\n Fact-based management\nComplicated\n Expert diagnosis required\n Cause-and-effect relationships discoverable but not immediately apparent to everyone\n More than one right answer possible\n Known unknowns\n Fact-based management\nComplex\n Flux and unpredictability\n No right answers\n Emergent instructive patterns\n Unknown unknowns\n Many competing ideas\n A need for creative and innovative approaches\n Pattern-based leadership\nChaotic\n High turbulence\n No clear cause-and-effect relationships, so no point in looking for right answers\n Unknowables\n Many decisions to make and no time to think\n High tension\n Pattern-based leadership\nDisorder\nYou will have disorder when you don´t understand where you are.\n
- #11 Teamet har begrenset frihet (selvsagt) slik at inkrementene fører til et helhetlig produkt.\n\n\n
- #12 Teamet har begrenset frihet (selvsagt) slik at inkrementene fører til et helhetlig produkt.\n\n\n
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