Author: Geri

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Team Members Co-located

Co-location is a fundamental practice for Agile teams, including Scrum. I touched on this in a previous post, but want to spend more time on the topic now.

By co-location I mean that all Scrum Team Members, including the Scrum Master and Product Owner, work together in the same physical location.  Not just the same city, not just the same building, not just the same floor, but literally grouped together with constant access to each other.

No offices either. If each person is in his/her own office, we are not co-locating. And get rid of those cubicle walls. They inhibit conversation.  A friend calls offices and cubicles located next to each other co-isolation. Think about it.

Scrum assumes we are literally working together as a team.  Not a group of individuals who happen to be working on the same thing, but really a team working together to achieve a purpose.

Why is co-location important?

1. When everyone is together communication happens face-to-face. There are fewer misunderstandings when we talk with each other compared to telephone or written communication.

2. If you need to talk with me about something, we can do it immediately. Our work is not blocked because someone is not available. (Some smart person will say, well what if that someone is on vacation or out sick. Paired development resolves that issue.)

3. Team building happens. You don’t need special team building exercises or events. The fact that we are together working on something leads to us to form a team. (And if it doesn’t happen, that becomes obvious as well and we can take steps to resolve inter-personal issues.)

So co-location = less misunderstanding + fewer work blockages + becoming more efficient as a team

There will be times when someone (or some 2) team members really want to work uninterrupted by anyone else. You might find a headset handy. Or maybe you will create a “cone of silence” to surround you and your computer. Or ….  The team can get creative and find ways to communicate when there is a need for someone to be left alone for a while.

Then when you come out of your cone of silence, your team is right there ready to share whatever you created.

Geri

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Scrum Works Best When …

Scrum and all Agile methods work best when:

  1. Team members are co-located
  2. Team members are together through the entire work day
  3. Information is radiated visually
  4. Every member of the team is 100% on that team with no responsibilities outside the team
  5. All work is done in pairs of team members
  6. The team has a large suite of automated unit tests
  7. The team practices continuous integration of work
  8. The team is skilled in refactoring and has a large, maintained regression test suite

The first 2 items (team members are co-located and team members are together through the entire work day) address the importance of face-to-face communication. This is because all human language is imprecise. We make up for the imprecision through body-language, tone of voice, and emphasis on some words over others.

We lose all of those advantages when we use written communication, and therefore we lose meaning.

With telephone, we lose body language and have the added problem of possible noise on the line or words that are dropped in transmission, and therefore we lose meaning.

Video conferencing would appear to solve all these problems, but it is only as good as the clarity of the connection and how much the camera is able to see. Even with video conferencing, we lose the meaning of what others are saying.

Item 3 (information is radiated visually) is important because putting team information in an online tool inhibits the transparent sharing of information. If I have to open some software and browse to find the information I want, there is a barrier to me getting the information. If the information is posted on a wall in my team work area, then that information is instantly available to anyone in the area. Including me and my team mates.

Item 4 (Every member of the team is 100% on that team with no responsibilities outside the team) addresses the importance of reducing interruption. Study after study has proven conclusively that human beings do not multitask well. I don’t care what people choose to believe, the proof is overwhelming and it is true for every generation. Young people don’t multitask any better than mature adults.

Study after study has show that switching between tasks takes time, and the more complex the tasks are, the longer it takes to unload one from your brain and load the second one in. When a knowledge worker (writers, analysts, designers, coders, architects of all kinds) is working on two projects, approximately 20% of that person’s available work time is lost in switching between tasks. This is bad enough, but the problem only grows worse as more projects are added.

Item 5 (all work is done in pairs of team members) gives at least two benefits. First, by pairing the work, you always have more than one person who knows what that work is and who can explain it to others. Second, if someone has to be out of work for a few hours, then their partner can quickly catch them up-to-speed on what has happened on the project during that time. This greatly reduces the time to switch between work and the outside world. Pairing is also an effective way to quickly get a new team member up-to-speed.

Finally, items 6-8 (the team has a large suite of automated unit tests, the team practices continuous integration of work, the team is skilled in refactoring and has a large, maintained regression test suite) address the uncertainty of software. We will almost never get it completely right the first time, and so we need mechanisms to help us make continuous small improvement (kaizen), trying and testing until the software is what it needs to be. We are not looking for perfection, but quality and value. We get the quality and value quickly by writing small amounts of code, then testing it and getting it right before writing the next small amount of code.

This stuff works when you do it. If you want to pick and choose just the things you like, you will never get the full benefit of Scrum and Agile practices.

Geri

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Dedication

Every Scrum team member should be assigned 100% to that team with no other responsibilities.

This dramatically increases an individual’s productivity because you have no “lost time” when the person has to switch from one project to another.

When any person is working on a task, then has to switch to another task, there is a delay as the information for the first task is unloaded from the top of the brain and the next task is loaded in. The more complex the two tasks are, the longer the delay. A programmer keeps a lot of rules and information in his/her head while working on particular code. When he/she switches to a different project, there are new rules and information to remember. He or she has to “forget” the first set of rules and information, and “remember” the second set. This takes some time. The same is true for UI designers, writers, architects, and other other knowledge worker on the team.

A person can lose 20% of their possible working hours to switching between two projects. The lost time grows dramatically as more projects are added.

Now this has some implications for companies that are designed to optimize the individual. The company puts people in specialized roles, discourages them from doing anything outside that role, sets up their workstation to support that role, defines career progression for that role, etc.

Switching to a model that optimizes the team changes all that. We get rid of roles (except Scrum Master and Product Owner). Everyone is a Team Member. Individuals learn new skills and they have more software on their workstations to support those new skills. (f you don’t do that, then you have specialists sitting around doing nothing when their bit is completed. That makes no sense.)

Every member of the Scrum team should be prepared to help with any task that the team needs to complete, which encourages cross-training. People can pair up on tasks, where one person is experienced on that task and the other new to it. This is a very fast way for people to learn new things.

With a team of what Scott Ambler calls generalizing specialists, then everyone is working all the time, and you do not have time lost when people switch between projects.

Geri

Posted on

Rework is Good

I often hear “My stories cannot be made small enough for one iteration. What can I do?”

In real life, I have almost never found this to be the case.  The real problem is not “stories cannot be small enough for one iteration” the real problem is some combination of:

  • Projects are staffed in a waterfall manner, so that all team members are not present for the whole project, and we are creating stories to match the expertise of the available team members in the various iterations.
  • Developers do not want to “touch” a module, component, layer, etc. more than once.
  • Designers do not want to evolve the design throughout the project, they want to “do it once and be done with it.”
  • Database experts do not want to change the database more than once, they want to “do it once and be done with it.”
  • Testers work on just certain parts of the system, so want to do all their work at once on that part of the system, rather than throughout the project.

A lot of these issues come down to an underlying aversion to rework.

There is a perception with small stories that the people on the team will be re-doing work throughout the project. This is true. This almost always happens, whether or not you do Scrum! The difference with Scrum is we acknowledge that rework will happen and we plan for it in a controlled manner.

Redoing, reworking, refactoring is a necessary part of software development to avoid code that becomes un-maintainable over time. Scrum teams become experts on refactoring code and databases safely (because they will do it often throughout the project), thus protecting the corporate investment in software.

Scrum is designed to mitigate the risk that we have made bad assumptions or not understood the stakeholders needs. Since this is the most common reason for projects to have problems, and since no one gets it all right the first time, we work on a little bit (one story), test, verify, and then make course corrections early in the project when mistakes are less costly to make.

The notion that rework is wrong comes from a mistaken belief that if we just are thorough enough, we will get it right the first time. This is almost never true.  And so we spend far more time trying to avoid rework (and getting it wrong anyway) than we would if we just were to develop something and show it to the stakeholders to find out what needs to be fixed.

Geri

Posted on

Radiate Information

If you walk through a mature Scrum team’s workspace, you will see a lot of things on the wall. Why?

We radiate information visually, on the walls or whiteboards or windows, to transparently share that information with anyone who happens to be in the area.

Many people think that is not very important.

I once worked on a large project as an assistant Project Manager and lead Business Analyst. The Project Manager asked me to provide a weekly status report of everyone’s work. He had a formatted spreadsheet that I updated every week. Being a believer in radiating information visually, I asked this Project Manager if I could post the information as a task board on the wall. He said he did not see the benefit.

I did it anyway.

About a week later, the Project Manager wandered through the work area and noticed that task board. “What’s that?” he said. “It’s our tasks and statuses”, I replied. “What is this bit over here with no names?”. “Those are the tasks we have not started yet”. “And the colored dots?” “Those tell the status of the task”. “So John is working on task such-and-such, but no one is working on this other task.” “Right”. “That other task is more important. Please ask John to switch to that. Are you giving me this information in the weekly status report?” “Yes”. “Hmmmm”.

A few days later the Project Manager came through our work area with some other Project Managers and proudly showed off “his” task board.  He stopped asking for the weekly spreadsheet.  I started seeing task boards on the walls by other teams.

The power of posting information on the wall is hard to explain, but once you have tried it, you will appreciate how the information is instantly available by just lifting your head and looking at the wall.

Of course this assumes that the information is posted in your work area (it must be) and that it is kept up-to-date (Scrum ceremonies in front of your radiators – especially the daily standup – are a great time to update this information).

Any useful information can be radiated. A data architect I know wanted a large team of developers to review his work. No one was looking at it online. He printed the data model out on large sheets of plotter paper, put it up on the wall, and asked everyone to feel free to mark it up. Throughout the weeks of the project, whenever a developer had a question about the data model, he or she could be found in front of the wall examining the model. And when a problem was found, that person would mark it on the paper, and usually walk over to the data architect’s desk to get an answer right away. The data architect loved how the process worked, and the data model improved very quickly.

A large team I know had some problems. One unhappy person was sabotaging code, but pretending to be helpful and friendly to everyone. Once that person was discovered (and removed from the team), the whole team started to question each other and their trust in each other was hurt. I suggested they post photographs of times when they had done things together as a team and were having fun (picnic, softball game, Christmas party).  This visual wall of photos reminded everyone that they really did like being a team and dramatically improved their relationships in a very short time.

So try posting team information on the wall (rolling white board, windows, presentation pad, etc.) in your work area and see how much easier it is to communicate that information to the team and your stakeholders.

Geri

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What if a Scrum Team Briefly Needs a Specialist?

In large companies, we often find people with quite specialized knowledge who are  resources shared across the company. The company does not want to dedicate these people to one team. But scrum teams are co-located and dedicated. Everyone is on the team all the time to avoid the bottlenecks that occur when someone is not available when needed.

If the person has knowledge needed by the Scrum Team, and is really that much in demand throughout the company, there is a large risk that the specialist is not available when needed. Which is why we really wanted the person on the team to begin with – so that the knowledge is available to the team when needed.

What to do?

In the long term, what you really want to do is pair someone with the specialist to learn what the specialist knows. When the knowledge transfer has happened, find 2 more people to pair with the original specialist and the new specialist. Do this as much as you need to share the knowledge broadly. Then the specialist ceases to be a bottleneck.

In the short term, try as much as possible to organize your work to depend as little as possible on the specialist. Perhaps you can put all the work that needs the specialist into one iteration and have the specialist dedicated to your team for just that one iteration.

If you need regular time with the specialist over many iterations, try scheduling a fixed time every week. Get this on the specialist’s calendar as soon as you know the specialist will be needed, well in advance of when you really need the specialist’s time.

If the specialist is expected to produce a deliverable, do not let them do it!! Rather, pair the specialist with someone else on your team who actually does the work while the specialist assists. This increases the knowledge in your team and makes you less dependent on the specialist over time.

No matter what suggestion you think is interesting in this article or other ideas you find, be sure to COMMUNICATE and COLLABORATE with management and the specialist. Communication and collaboration are foundational to Scrum. These are the most important things we do.

Geri

Posted on

Working the Same Hours

For a Scrum team to work together effectively, they need to be at work at the same time.

Everyone.

At the same time.

The team will have to come to agreement on those hours, but that means, for example, that the whole team is there from 8am-5pm with a one hour lunch break from noon-1.

I know some of you are unhappy about that. But really, how can you expect to work directly with someone if that someone is not there.

Remember a Scrum team is not a collection of individuals who happen to be working on the same project. A Scrum team is a group of people working literally together on something. Like an old-fashioned barn raising where everyone is lifting the roof of the barn up at the same time. You won’t get the roof raised if one person shows up from 9-10, then two more come from 10-noon, then another 3 come from 1-4.  You need the whole crew there at the same time to lift together.

Now some teams will set “core hours”, say from 10-3, when everyone is required to be there and meetings can be scheduled (and why we are talking about meetings for a Scrum team that are together all the time is a mystery to me).

What this really means is that this team has introduced inefficiency and the probability of work blockages the other 4 working hours of the day.  So this team has cut their effective work time in half.  And what do they gain?

Well, this person has to drop their kids at school, and that one has to pick them up after school, and the train schedule means someone else will be late, and ….

What you are saying is that it is more important to optimize the individual.

But Scrum and Agile teach that you get the greatest gains and benefits by optimizing the team.  Oh, and a lot of other studies show the same thing. Optimizing the individual is sub-optimal.

You have to all work the same hours. People in most other industries make it work, when they really have no choice of their work schedule.  A Scrum Team can do it as well.

It’s that important.

Geri

Posted on

Maturity Model for Scrum

We’ve been talking about metrics and KPI’s and such at work quite a bit. But I’ve been so busy with so many things, I just couldn’t seem to get my head around it.

Then the other night, I was so frazzled, I decided to go out to my favorite steak place for a quiet dinner alone, not even a book or newspaper to read, just me with my own thoughts.  I placed my order, sank into my seat with a sigh, and suddenly the pieces of a maturity model were all in place. Before and after the salad course, I wrote the descriptions of levels of maturity below.

Note that a person could be different levels of maturity for different Scrum practices. Over time, we hope each member of our Scrum community reaches level 5 on all parts of Scrum.

Geri

Level  1 – Beginner: Do what you are told
The person is doing the practice because he/she is told to do so. There may be verbal direction or posters to remind the person to do the practice.

We measure: Is the person doing the practice consistently.

We measure at this level because we believe there is an intrinsic value in doing the practice even if it is not done well.

Think “Karate Kid” – wipe on, wipe off

We cannot explain to a person at this level why the practice is important because the person cannot understand the explanation. They have to experience the practice first.

If the person is complaining about doing the practice, the person is at Level 1.

Level 2 – Apprentice: Doing it by habit
The person is doing the practice as a habit.  There is no longer a need for verbal direction or posters as reminders.

We measure: Is the person doing the practice all the time without direction.

We measure at this level because we believe there is an intrinsic value in doing the practice habitually.

Think of someone who has been driving for a while – they no longer think about how to drive a car, they just do it.

The person has begun to value the practice because they have experienced it. Some explanation of why the practice is important will work because they have a basis of experience to understand the explanation.

If the person stops talking about the practice, the person is at level 2.

Level 3 – Journeyman: Improving your practice
The person is doing the practice well. The person has reached a level of understanding that makes them understand the benefits of doing the practice well, and they value the practice enough to want to improve it.

We measure: Is the practice performed with good quality.

We measure at this level because we believe there is greater value in doing the practice well.

Think of a young child constantly asking questions about things.

The person has good understanding of the practice, its importance and benefits. Deeper explanations of the practice are now possible because the person has reached a point of personally valuing the practice and is interested in learning more.

If the person is asking questions about how to do the practice better, the person is at level 3.

Level 4 – Teacher: Sharing what you know
The person is effectively teaching others to do the practice.  The person is able to teach others because the person has the experience and understanding to be able to effectively communicate the basics of how to do the practice as well and communicate the fundamentals of why it is important.

We measure: How effectively is the person sharing the practice with others.

We measure at this level because we want the practice to spread throughout the organization.

Think of Robin Williams in Dead Poets Society

The person has deep knowledge of and substantial experience performing the practice. The person is starting to learn about things related to the practice and understanding those relationships.

When you hear the person sharing their knowledge, the person is at level 4.

Level 5 – Master: You have gained profound knowledge
The person has gained profound knowledge of the practice to the point where the person can consider modifications to the practice because they understand it so well that they also understand other ways to get the same or greater benefits.The person can combine and correlate this practice with other experience to create new explanations, new understandings of the practice.

We measure: Is this person able to create consistent, coherent training and messages about this practice.

We measure at this level because we want to continue to evolve the practice.

Think Master Shifu in Kung Fu Panda.

The person has profound knowledge of the practice, its importance generically and to the organization, and the domain the practice is part of. The person writes the training and messages that others deliver.

You hear this person engage others in discussions about the deeper foundations of the practice.

Geri

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