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                           Beyond Agile

Cultural Patterns of Software Organizations



Marc Evers - marc@piecemealgrowth.nl
Willem van den Ende – willem@livingsoftware.nl

12 March 2008, QCon, London, UK

© 2007-2008 Living Software & Piecemeal Growth – Some Rights Reserved



       Piecemeal Growth
                                                                    Living Software B.V.
*
                            Benefits
●
    Make sense of what's happening
●
    Understand (sub)cultures
    –   predict conflicts
●
    Agile in perspective
●
    Situational change strategy
●
    Communication tool
*



             About Us

6 Cultural Patterns & Choreographies

             Summary
*
                          Who we are
●
    Willem van den Ende
●
    Puzzling on
    –   Effective software development
    –   Effective teams
●
    Independent (Living Software B.V.)
    –   All-hands person
    –   Software development coach
    –   Trainer
    –   Consultant
●
    Blog: me.andering.com
Who we are
●
    Marc Evers
●
    Independent
    –   Software development coach
    –   Trainer
    –   Consultant
●
    Blog: blog.piecemealgrowth.net




                                     www.agileopen.net
What we do
Increase business value from software development
       and
helping others do it


                         through

                                       Coaching & mentoring
                                                      Training
                                                    Facilitation
                                      Organizing conferences
Origins
●
    Jerry Weinberg - Quality Software Management
    –   Based on Philip Crosby, Quality is Free
●
    Systems thinking & systems dynamics
●
    Virginia Satir
Routine




we follow our standard procedures
      (except when we panic)
Routine
●
    Feedforward control, well known context
●
    There is a best way to develop software
    –   Silver bullets
    –   Methodologies
    –   We need a tool!
●
    Management by controlling
●
    Process oriented
*
              Variable
we do whatever we feel like at the moment
*
                    Variable
●
    Close cooperation between customers and
    developers
●
    Craftsmanship
●
    Hands off management
●
    Performance and quality totally dependent on
    individuals
●
    Heroes
*



Individuals and interactions over processes and tools

Working software over comprehensive documentation

  Customer collaboration over contract negotiation

    Responding to change over following a plan
*




Variable   Routine
Steering




           we choose among our
            routines by the result
                they produce
Steering
●
    Feedback control
●
    Results oriented
●
    Trust based
●
    Testing and feedback
●
    Act early, act small
●
    XP, Scrum
*
Variable              Routine




           Steering
Towards Steering

  Mental models
  Visibility
  Stability
Towards Steering

  Mental models
  Visibility
  Stability
Towards Steering

                Mental models
                Visibility
                Stability




Too much deviation: remove special causes of trouble
But: need deviations for improvement!
*



                     Oblivious




we’re not aware that we’re developing software
*
                    Oblivious
●
    No separation between user and developer
●
    Highly adaptive, highly customer oriented
*
           Oblivious




Variable               Routine


           Steering
Anticipating




we establish routines based on our past
          experience with them
Anticipating
●
    Consciously managing change
●
    Process oriented
●
    Always improving your processes
    –   If it ain't broke, fix it
●
    Practices
    –   Retrospectives, scenario planning, risk management
●
    Lean Software Development
Oblivious




Variable                     Routine




                       Anticipating


           Steering
*
           Oblivious




Variable                     Routine




                       Anticipating


           Steering
*
             Anticipating



being conscious of the different patterns,
       knowing when they fit and
         when it's time to switch
*
                Congruent
everyone is involved in improving everything all
                    the time


culture of ongoing reflection and improvement



                       ?
Oblivious




Variable   Congruent       Routine




                       Anticipating

            Steering
Summary
●
    Routine – bring order to disorder
●
    Variable – value craftsmanship, foster innovation
●
    Steering – make extraordinary things ordinary
●
    Oblivious – DIY
●
    Anticipating – the art of the long view
●
    Congruent – transferable cultural practices


     Find the pattern(s) that fit your context
Sources & more information
●
    Gerald M. Weinberg, Quality Software Management series (1991-1997)
●
    Gerald M. Weinberg, Secrets of Consulting (1985)
●
    Argyris & Schön, Organizational Learning II (1995)
●
    Peter M. Senge, The 5th Discipline (1994)
●
    Virginia Satir et. al., The new peoplemaking (1988)
●
    www.satirworkshops.com



     check out our forthcoming whitepaper on cultural patterns:
                   www.systemsthinking.net/publications
Copyright
This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Netherlands license -
    http://creativecommons.org/licenses/by-sa/3.0/nl/



Oblivious © James Craig (CC Attribution)
   http://flickr.com/photos/peculium_o_jacoba/158710409

DSCN1528.JPG © Su-Laine (CC Attribution-Share Alike)
   http://flickr.com/photos/syeo/150916440/

Train Ride in Czech Republic © a4gpa (CC Attribution-Share Alike)
    http://flickr.com/photos/a4gpa/1361680149/

Arvid drives 2 © jimmyrog (CC Attribution-Share Alike)
    http://flickr.com/photos/jimmyroq/230062873/

Approach © trekkyandy (CC Attribution-Share Alike)
   http://flickr.com/photos/trekkyandy/1639793903/
Oblivious
  CMM?
                   0



                   5
Variable   1   Congruent       2   Routine



                           4
                               Anticipating
                   3

                Steering

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Marc Evers People Vs Process Beyond Agile

  • 1. * Beyond Agile Cultural Patterns of Software Organizations Marc Evers - marc@piecemealgrowth.nl Willem van den Ende – willem@livingsoftware.nl 12 March 2008, QCon, London, UK © 2007-2008 Living Software & Piecemeal Growth – Some Rights Reserved Piecemeal Growth Living Software B.V.
  • 2. * Benefits ● Make sense of what's happening ● Understand (sub)cultures – predict conflicts ● Agile in perspective ● Situational change strategy ● Communication tool
  • 3. * About Us 6 Cultural Patterns & Choreographies Summary
  • 4. * Who we are ● Willem van den Ende ● Puzzling on – Effective software development – Effective teams ● Independent (Living Software B.V.) – All-hands person – Software development coach – Trainer – Consultant ● Blog: me.andering.com
  • 5. Who we are ● Marc Evers ● Independent – Software development coach – Trainer – Consultant ● Blog: blog.piecemealgrowth.net www.agileopen.net
  • 6. What we do Increase business value from software development and helping others do it through Coaching & mentoring Training Facilitation Organizing conferences
  • 7. Origins ● Jerry Weinberg - Quality Software Management – Based on Philip Crosby, Quality is Free ● Systems thinking & systems dynamics ● Virginia Satir
  • 8. Routine we follow our standard procedures (except when we panic)
  • 9. Routine ● Feedforward control, well known context ● There is a best way to develop software – Silver bullets – Methodologies – We need a tool! ● Management by controlling ● Process oriented
  • 10. * Variable we do whatever we feel like at the moment
  • 11. * Variable ● Close cooperation between customers and developers ● Craftsmanship ● Hands off management ● Performance and quality totally dependent on individuals ● Heroes
  • 12. * Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  • 13. * Variable Routine
  • 14. Steering we choose among our routines by the result they produce
  • 15. Steering ● Feedback control ● Results oriented ● Trust based ● Testing and feedback ● Act early, act small ● XP, Scrum
  • 16. *
  • 17. Variable Routine Steering
  • 18. Towards Steering Mental models Visibility Stability
  • 19. Towards Steering Mental models Visibility Stability
  • 20. Towards Steering Mental models Visibility Stability Too much deviation: remove special causes of trouble But: need deviations for improvement!
  • 21. * Oblivious we’re not aware that we’re developing software
  • 22. * Oblivious ● No separation between user and developer ● Highly adaptive, highly customer oriented
  • 23. * Oblivious Variable Routine Steering
  • 24. Anticipating we establish routines based on our past experience with them
  • 25. Anticipating ● Consciously managing change ● Process oriented ● Always improving your processes – If it ain't broke, fix it ● Practices – Retrospectives, scenario planning, risk management ● Lean Software Development
  • 26. Oblivious Variable Routine Anticipating Steering
  • 27. * Oblivious Variable Routine Anticipating Steering
  • 28. * Anticipating being conscious of the different patterns, knowing when they fit and when it's time to switch
  • 29. * Congruent everyone is involved in improving everything all the time culture of ongoing reflection and improvement ?
  • 30. Oblivious Variable Congruent Routine Anticipating Steering
  • 31. Summary ● Routine – bring order to disorder ● Variable – value craftsmanship, foster innovation ● Steering – make extraordinary things ordinary ● Oblivious – DIY ● Anticipating – the art of the long view ● Congruent – transferable cultural practices Find the pattern(s) that fit your context
  • 32. Sources & more information ● Gerald M. Weinberg, Quality Software Management series (1991-1997) ● Gerald M. Weinberg, Secrets of Consulting (1985) ● Argyris & Schön, Organizational Learning II (1995) ● Peter M. Senge, The 5th Discipline (1994) ● Virginia Satir et. al., The new peoplemaking (1988) ● www.satirworkshops.com check out our forthcoming whitepaper on cultural patterns: www.systemsthinking.net/publications
  • 33. Copyright This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Netherlands license - http://creativecommons.org/licenses/by-sa/3.0/nl/ Oblivious © James Craig (CC Attribution) http://flickr.com/photos/peculium_o_jacoba/158710409 DSCN1528.JPG © Su-Laine (CC Attribution-Share Alike) http://flickr.com/photos/syeo/150916440/ Train Ride in Czech Republic © a4gpa (CC Attribution-Share Alike) http://flickr.com/photos/a4gpa/1361680149/ Arvid drives 2 © jimmyrog (CC Attribution-Share Alike) http://flickr.com/photos/jimmyroq/230062873/ Approach © trekkyandy (CC Attribution-Share Alike) http://flickr.com/photos/trekkyandy/1639793903/
  • 34. Oblivious CMM? 0 5 Variable 1 Congruent 2 Routine 4 Anticipating 3 Steering