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The Impact of Agile Methodology on Social
Nature of Human Behavior
Alex Grushevich, Ziv Ginsberg, Al Sade
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
Agile in a Nutshell
The New King Of Software Development
The introduction of human agents into a system
adds additional complexity in that each individual
within a social system is purposeful, having his or
her own free will or intent
How Did We Get Here?
• Find The Best Long-run Solution
• Find The Healthiest Work Environment
• Find Solution To Lack Of Motivation In Employees
• Increase Overall Production Capacity
• Decrease Amount Of Employee Depression Cases
Goal And Objective
1. Customer Satisfaction
2. Welcome Changes
3. Continues Deliverey
4. Cooperation
5. Motivated Individuals
6. Face-to-face (Co-location)
7. Working Software
8. Sustainable Constant Pace
9. Technical Excellence & Good Design
10. Simplicity
11. Self-organizing Teams
12. Adaptation To Changing Circumstance
Agile Principles
Agile or Non-Agile?
Traditional MethodAgile Method
Governing
Standardization
Rationality (Double)
Team Work
Structure
Flexibility - Adaptability
Less Documentation
Late Changes
Simplicity
Creativity
Improvisation
V
V
V
V
V
V
V
V
V
V
V
V
V
V
Digging Deeper - The Research
Definition and source measure usedVariable
The 2 methodologies used for comparison:
1. Discovery
2. XP
Methodology
The rating given to the project
1. Stable Project
2. Dynamic Project
3. Unpredictable Project
Project
The time intervals for collecting the data
1. Before treatment (week 2)
2. After treatment (week 11)
Time
The degree to which the members feel anxious, contented,
depressed or enthusiasm about the project (Warr 1990)
Well being
ANXIETY
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
ANXIETY
WeekThe Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
CONTENTMENT
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
CONTENTMENT
Week
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
DEPRESSION
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
DEPRESSION
WeekThe Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
ENTHUSIASM
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
ENTHUSIASM
Week
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
Well Being Effect
Week
The Impact of an Agile Methodology on the Well being of development Teams
Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge,
Department of Computer Science, University of Sheffield, UK
Anxiety AnxietyContentment
Depression DepressionEnthusiasmEnthusiasm
Contentment
XP
Discovery
• Fights?
• Weakest Link?
• Sociopath?
• Personal Interest and Agenda
Talk Backs
The Impact of Agile Methodology on Social Nature of Human Behavior
The Impact of Agile Methodology on Social Nature of Human Behavior
The Impact of Agile Methodology on Social Nature of Human Behavior
The Impact of Agile Methodology on Social Nature of Human Behavior

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The Impact of Agile Methodology on Social Nature of Human Behavior

  • 1. Ideas for today and tomorrow The Impact of Agile Methodology on Social Nature of Human Behavior Alex Grushevich, Ziv Ginsberg, Al Sade The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 2. Agile in a Nutshell
  • 3. The New King Of Software Development
  • 4. The introduction of human agents into a system adds additional complexity in that each individual within a social system is purposeful, having his or her own free will or intent How Did We Get Here?
  • 5. • Find The Best Long-run Solution • Find The Healthiest Work Environment • Find Solution To Lack Of Motivation In Employees • Increase Overall Production Capacity • Decrease Amount Of Employee Depression Cases Goal And Objective
  • 6. 1. Customer Satisfaction 2. Welcome Changes 3. Continues Deliverey 4. Cooperation 5. Motivated Individuals 6. Face-to-face (Co-location) 7. Working Software 8. Sustainable Constant Pace 9. Technical Excellence & Good Design 10. Simplicity 11. Self-organizing Teams 12. Adaptation To Changing Circumstance Agile Principles
  • 7. Agile or Non-Agile? Traditional MethodAgile Method Governing Standardization Rationality (Double) Team Work Structure Flexibility - Adaptability Less Documentation Late Changes Simplicity Creativity Improvisation V V V V V V V V V V V V V V
  • 8. Digging Deeper - The Research Definition and source measure usedVariable The 2 methodologies used for comparison: 1. Discovery 2. XP Methodology The rating given to the project 1. Stable Project 2. Dynamic Project 3. Unpredictable Project Project The time intervals for collecting the data 1. Before treatment (week 2) 2. After treatment (week 11) Time The degree to which the members feel anxious, contented, depressed or enthusiasm about the project (Warr 1990) Well being
  • 9. ANXIETY The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 10. ANXIETY WeekThe Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 11. CONTENTMENT The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 12. CONTENTMENT Week The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 13. DEPRESSION The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 14. DEPRESSION WeekThe Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 15. ENTHUSIASM The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 16. ENTHUSIASM Week The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 17. Well Being Effect Week The Impact of an Agile Methodology on the Well being of development Teams Sharifah Syed-Abdullah, Mike Holcombe, Marian Gheorge, Department of Computer Science, University of Sheffield, UK
  • 19. • Fights? • Weakest Link? • Sociopath? • Personal Interest and Agenda Talk Backs

Editor's Notes

  1. ב2001 ניפגשנו 17 מהנדסי תוכנה יחד ביוטה ויצרו את המנפיסטו של אג'ייל המונה 12 שלבים. הלקוח תמיד צודק - ע"י כך שהלקוח יקבל עדכונים בצורה רציפה ומתמשכת ניתן לבצע שינויים בכל עת וגם במוצר הסופי ללא הגבלה שליחה מתמדת ורציפה של התוכנה – על בסיס שבועי במקום חודשי למשל שיתוף פעולה בין העסק שמבקש את התוכנה לבין מפתחי התוכנה אנשים בעלי מוטיבציה – סביבם יבנה הפרוייקט שיחות פנים מול פנים - באזור משותף הם הדרך הטובה ביותר לתקשר הגשת תוכנות עובדות – זאת היא הדרך לעמוד התקדמות בצורה הטובה ביותר קצב התקדמות אחיד ותמידי תשומת לב לאיכות מעולה בפן הטכני והעיצובי להפוך דברים מורכבים למודולים קטנים וקצרים שמתפקסים בהם – בסופו של דבר כל המשימות הקטנות מרכיבות את המוצר השלם סדר נעשה בתוך הקבוצות ולא מגיע ממנהל חיצוני – Supervisor הסתגלות לשינויים חיצוניים – לדוגמה הפרוייקט צריך הוספה של פריט לפרוייקט כדוגמה התמודדות מול דאטא בייס גדול יותר.
  2. **לעלות דיון כיתתי על הגדרות שיש בשיטות שהן אג'ייל ולא אג'ייל *לאחר מכן, לעלות את הטבלה ולרוץ עליה יחד Governing – סמכות עליונה ששולטת על האנשים ומכתיבה את דרך הפעולה (גם אם זה טוב וגם אם זה רע) Standardization – נועד ליצור סדר בפרוייקט לפני היציאה לדרך. עוזר להגדיר את המטרות ואיך לגשת לכל פן בפרוייקט מה שמנוגד להגדרות של AGILE שמסתמך על יצירתיות, הסתגלות וגמישות. Rationality – קיים בשתי סוגי המתוגולוגיות, אבל מפורש אחרת. בשיטה הישנה – מדובר בהיגיון תבניתי של התוכנית, משמע איך היא תיהיה בנויה, בעוד באג'ייל הכוונה היא שעל החברה לתקתק את העבודה כמה שיותר מהר ולשחרר אותה אל הלקוח כדי להראות התקדמות וערך ותמורה לכסף גם במחיר של לוותר על כמה פיצ'רים נוספים. Team Work – קיים בשני המקרים אבל באג'ייל קיים הרבה יותר ושם מושם על זה דגש. Structure – בעוד בnon-Agile קיים המבנה וחשיבותו, בAGILE הוא קיים בצורה המינימליסטית ביותר רק כדי לא להגיע למצב של כאוס טוטאלי. Adaptability – קיים באג'ייל אבל לא בשיטה הרגילה, כיוון שבשיטה הרגילה אין לנו צורך להסתגל לשינויים כיוון שהלקוח מקבל את המוצר המוגמר בפעימות רחוקות יותר או בסוף המוצר בעוד באג'ייל הלקוח מתעדכן בתדירות גבוה הרבה יותר לפעים אפילו ברמה שבועית ולכן השינויים קורים לעיתים תכופות יותר. Less Documentation – קיים בAGILE מתוך ההבנה שעלינו להגיש קוד כמה שיותר מהר ללקוח ולכן אין זמן לבזבז על דקומנטציה מורחבת ולכן רוב ההסברים "צרובים" בתוך הקוד כהערות ובנוסף מושם דגש על קוד קריא וברור. Late Changes – הכוונה שב Non Agile פרוייקט סגור מבחינת תוכן וזמניי ביצוע, כאשר בAgile עדיין ניתנים לעשות שינויים. Simplicity – בagile המטרה של תכנות פשוט הוא לכתוב כמה שפחות קוד לפני הצגת התוכנה ללקוח כדי שבמידה ויהיו שינויים לא ביזבזנו זמן מיותר. כמו כן, הפשטות הולכת יד ביד עם נושא של ההצגה המהירה והתכנות המהיר כדי להפיק תוצאות כמה שיותר מהר. Creativity – הראיון מאחורי קריאטיביות הוא שבAGILE לא לתת למתכנת הדרכה מלאה עבור משימה מסויימת אלה לתת לו לעלות על פתרון מקורי משלו. Improvisation – האפשרות לאלתר מוצר או משהו שלא תכננו מראש אבל יש בו צורך במהלך הבניה.
  3. הצגת מחקר שנעשה באוניברסיטת שפילד בבריטניה ב2001 המתודולוגיות שניבדקו הם: AGILE(XP)-Extreme programming, וDISCOVERY שהיא שיטה design-based – מתכונן היטב מראש הפרוייקט חולק ל3 רמות וודאות פרוייקט סטטי בטוח שהוגדר מראש פרוייקט דינמי שהשתנה תוך כדי הכרת הטכנולוגיה פרוייקט שסוג הטכנולוגיה שלו לא הייתה וודאית בשלב ההתחלתי פרק הזמן שערך הניסוי היה – 2 עד 11 שבועות בדקנו את רמת הרְוָחָה של האנשים במשרד. המשתתפים היו 72 סטודנטים משנה 2 ו3 ממדעי המחשב שצוותו לעבוד עם לקוחות מהעולם האמיתי.