“There is something more fundamental than Feedback loops,” Kyle said slyly looking over his omelette. “Do you want to know what it is?”
We were having breakfast at the Magnolia Pancake House, my one real restaurant find here in San Antonio. The food is simply amazing. After having one if their buttermilk pancakes I was forced to conclude that I have never really had a pancake before. Yes, their food is that good.
“Sure,” I replied. Never really knowing where he is going to go with an idea but almost always finding it interesting.
“We are wrong,” he said softly, as if it is an unspoken secret, “a lot.”
I stirred some sweetener into my coffee.
“We are wrong a lot.” I repeated slowly.
“Most of the time, probably.” He added with a smile. “We are wrong a lot, and that is why we need feedback. That is why feedback is superior to careful planning, because we are wrong a lot.”
I nodded, watching Kyle pour a quarter cup of cream into a relatively small cup of coffee.
“How can you drink that?” I asked.
“About cream, I am never wrong,” he said simply.
I pondered the premise, about being wrong and not about cream, I still believe he is wrong about cream. A concept more fundamental than Feedback loops is this simple idea, we are wrong a lot. Why do we need feedback? Because we are wrong, a lot.
“Brilliant.” I said simply, finishing off the last of my buttermilk pancake. I was speaking, of course, about the pancake, but Kyle seemed to think it was about his idea, so I let it slide since the idea was brilliant too.
“Hard to sell though,” I added. “Imagine telling a client who was deservedly proud of their accomplishments that they are wrong a lot. I need to think of how to package it.”
“That’s your job,” Kyle added, “I provide the fundamental concepts, and you market them.”
I was already thinking, perhaps I could talk about ways Einstein was wrong. Sell the idea that even brilliant people are wrong a lot. Do it right, and by the end of the presentation people would be begging to be wrong a lot just like Albert and Edison.
“I already have an idea,” I added, “and it just might work.”
Kyle smiled.
“Of course,” I added, “I’m wrong a lot.”
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The Feedback Lens
So Kyle posited over chickens feet that “feedback systems” were the fundamental principle of agile. More fundamental than the other core values agilists are prone to talk about, like courage, respect, honesty, and pizza.
I pondered his idea for a day or two, are “Feedback systems really the fundamental value in agile?” As soon as Kyle pointed it out I could feel it was true. Now, after a few days of musing I was thoroughly convinced the answer to the question was ‘yes.’ Yes, it was the fundamental value. Or, more emphatically, Yes. Or, perhaps better YES YES YES YES YES (think ‘When Harry Met Sally’ the Katz’s Delicatessen scene.)
Look at the core agile/XP values through a feedback lens:
Courage is the ability to be honest and transparent feedback.
- “We are behind schedule.”
- “I have too much to do.”
- “This will actually cost more than our budget.”
It takes courage to be transparent in our actions and to provide everyone else around real and honest data. Courage is an expression of our willingness to give our organization the truth as we best see it. Given that some organizations fire you if you give truthful feedback (seen it happen to folks) it really does require courage.
Simplicity is measured directly through feedback. I don’t get to declare the simplicity of my design or solution or code, it is only in feedback from others on the team or from users that I realize I have done something too complex, something they do not inherently understand.
Communication is accomplished through creating a series of continuously running feedback loops. Some feedback loops run every few seconds, some every few minutes, some a few times and hour, a day, a week, or a month. But all communication is clearly designed to provide direction and actionable Feedback. The five Scrum agile ceremonies contain within them over 70 specific feedback loops, the XP development practices another 70. Look at Don’s Well’s original drawings on ExtremeProgramming.org, it is all lfeedback loops within feedback loops within feedback loops.
Respect, well, I’ll let you fill in the details of how open, honest, and transparent feedback loops are all a display of respect. A system of respect.
After I fully digested this new insight into Agile I decided to push Kyle further, invite him out to breakfast and see if he had any other Agile ‘simplifications’, was there something more fundamental than Feedback loops? I had to ask. His answer might surprise you. Next post.
-Tom
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The Golden Wok
“I like to take complex ideas and reduce them to simple and fundamental principles,” Kyle said, waving around dim sum at the end of his chop sticks.
“What are you eating?” I asked, instantly realizing I didn’t really want to know.
“Chickens feet.” Kyle replied happily.
I nodded and smiled, I really need a drink.
“And then I like to teach them,” he added.
“The chickens feet?”
“No, the fundamental principles.”
We were waiting for our stir fry at the Golden Wok in North West San Antonio, a restaurant I was promised would be good. Despite being on our own time we couldn’t help but talk about work. Specifically, agile software development and Scrum. I decided to play along, since Kyle clearly had somewhere he wanted to go with this.
“What is the most fundamental principle you can teach about agile?” I asked.
“Simple,” Kyle replied, “Feedback.”
“Feedback?”
“Waterfall is about careful planning,” he continued, waving a finger as if giving a lecture, “and Agile is about feedback systems.”
“Feedback is a core XP value,” I replied. “It has been listed as a core XP value for as long as I can remember.”
“I know, I know,” Kyle interjected, “but don’t you see? It is the core value, not a core value. Riiigggghht? All of the other core values are built on top of feedback systems: simplicity, communication, respect, and courage are really all about feedback.”
I pondered this for a moment, stirring even more sweetener to my tea. I took a swig and desperately wished this restaurant sold beer, or sake, or something. Is feedback really somehow more fundamental? The values are Simplicity, Communication, Feedback, Respect, and Courage. Are they equal? Are we better off seeing feedback as the core value, and the other values as expressions of feedback?
I was saved from further deep thought by the arrival of dinner. I took a bite of dish and made a face.
“This is horrible,” I declared. “My chef is a complete ass.”
Kyle looked puzzled, “Didn’t you get the ‘Do it yourself stir-fry buffet?'”
“Yes,” I replied, “And my chef was an idiot. This tastes like crap.”
Kyle laughed.
“Think feedback.” He added, still not ready to leave his point. “Everything is all about feedback. Show me a problem, economic, political, epistemological, or culinary and I will show you the broken feedback system that created it.”
I nodded, suddenly remembering why I eat out in the first place. If I wanted to cook poor tasting food I could stay at home. I poked at my plate of goo, hoping the prodding would somehow improve the flavor.
“Perhaps you should just order off the menu?” Kyle suggested. “I told my waiter to bring me what he likes the best, and it is delicious.”
I seriously considered the feedback.
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How Would You Answer This Question?
My old partner James Goebel was visiting a large and successful company with a solid IT department. The company was hosting an IT conference and they had invited James to give a few lectures. I, of course, also attended because I happened to be in town and I always enjoy listening to James speak.
After one of his lectures he was invited to briefly meet a corporate executive. The executive asked the question “Do you know of any other large companies in our industry that build software the way you do at Menlo?”
As soon as James told me the question this movie scene flashed into my mind.
[In case you are YouTube deprived, the clip is of Admiral Ackbar saying, “It’s a Trap!” from the original and only real Star Wars films.]
James was nice, and tried to really answer the question. It didn’t go well. In my opinion, it can never go well because it is the wrong question. As James was recounting the story to me I thought of an alternative answer I think he should have given.
Question:
“Do you know of any other large companies in our industry that build software the way you do at Menlo?”
Answer:
“No. I don’t. But please understand, I am not here to sell you anything. I am not here to try to convince you to change a thing. I am simply here telling you what I have done successfully for over a decade building software teams.
There is absolutely no reason I am aware of that would prevent a large company from building and managing teams the way I do. But, I’ve never met a large company who has come even close to creating development teams as productive and effective as my teams.
I can deploy a team of 15 that will be able to out produce teams of 150 at most companies, including this company. I know this, because I have done it. I’ve done it in literal apples to apples comparisons. But can I show you another company as large as yours that has done it? No.
However, you seem like really nice and smart people and I am happy to tell you everything I know. I don’t believe there is any legitimate reason you couldn’t do it.”
—————–
This answer I like… and frankly, it is an answer most executives can respect.
So, are you up to the challenge? Do you want to outproduce teams of 150 with teams of 15? I don’t believe there is any legitimate reason you can’t do it. Have I ever seen a large company do it extremely well? No. But I bet you could if your CEO really wanted you to.
-Tom
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Software Improvement: Work or Rework?
I previously wrote about the problem of translating factory production advice (Deming, Lean, Toyota Way) to software development knowledge work. I continue that thread with a simple question, but first, read this story.
A company wants to quickly deploy a new website search feature because user testing has proven they are losing some customers who cannot find the right product. After interviewing several users, they decided to deploy a new search feature that uses additional special search characters. The Scrum team deploys the new feature to an isolated test environment in 3 days. Unfortunately, user testing quickly demonstrates their idea didn’t perform that well. They chose not to deploy the code into production and started another design approach in the next Scrum iteration.
Here is the question: Is trying again to improve search “work” and hence valuable or “rework,” and hence a “waste?” Is it a waste because they didn’t get it right the first time?
If we overly apply factory production thinking to this scenario we might classify it as “rework” and call the entire episode “waste”–this would be a mistake.
This scenario represents “valuable work.” We try hard to get agile teams to do even more of this work. It is really difficult to understand in advance exactly how users will interact with a new interface. Agile teams seek to get working systems in front of real users very quickly, to see if their design is going in the right direction.
The scenario above isn’t wasteful rework. You should be delighted to get this feedback from your users quickly. Agile seeks to make “mistakes” faster because agile understands software development is the difficult task of system design. It is frequently a processes of honing in on better and better solutions. If you tell your software delivery teams to get everything right the first time, all you are really doing is guaranteeing it will be difficult to replace the suboptimal solutions they will inevitably produce first.
In fact, the biggest problem with most software interface is that the creators stopped trying to improve it further once somebody declared it “good enough.”
Do you know why Google Search is better than any other Search out there? Because they never stop trying to make it better, because they realize they are only 5% done. Google understands that improving Google Search as the important work it truly is–it is definitely not a waste.
Don’t confuse an iterative software development process with the waste of rework.
Tom
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Scrum is not Peanut Butter
Over 10 years ago I saw a presentation by my friend Jennifer Fox on Usability. In this presentation Jen displayed a slide of a giant jar of peanut butter with a red line through it. “Usability is not peanut butter,” Jen said with a smile.
I remember thinking, “What on earth is she talking about?” It seemed like a very strange and rather strained metaphor, but I listened intently, interested in where she was going to go with it.
Given that I remember Jen’s slide 10 years later, I have come to appreciate her brilliance. Strained metaphors can really stick, like… well, you know. I have decided to steal the idea and apply it to Scrum.
Scrum is not Peanut Butter.
You cannot just spread Scrum on top of whatever you were doing and expect it to taste yummy, and somehow work.
I told you it was a strained metaphor, but it does work.
I know from personal experience it can be really easy to scale agile to a large number of people. But you have to start out with the goal of scaling in mind. You cannot just spread Scrum on top of your existing organization like peanut butter.
Fortunately, I have an alternative to the peanut butter method. It you are trying to roll out Scrum to a large number of people, and you want it to be smooth and effective, follow this simple formula:
- Get a core group of employees who are willing to commit to giving Scrum a try, about thirteen people. Train them all in Scrum.
- Select 9 to be the Scrum Team. One to be the Scrum Master. One to be the assistant Scrum Master. One to be the Product Owner. One to be the Assistant Product Owner.
- Train the Scrum Master folks to be Scrum Masters. Train the Product Owner folks to be Product Owners.
- Start doing Sprints.
- Get good at Scrum. Use outside coaching to help.
- Do some more Sprints.
- Do not grow beyond this core team until they are having repeated successes across multiple sprints.
- When this team can be successful, split the team into two teams, add additional members to each team to get back to the staffing levels at step 1.
- Repeat steps 2 through 6. Run at least two months before splitting teams again.
Mature Scrum teams grow through cell division. If you follow the mathematics of doubling, this pattern scales to even very large organizations very quickly. Lets check:
- Team Size 13 – 2 Months
- Team Size 26 – 4 Months
- Team Size 52 – 6 Months
- Team Size 104 – 8 Months
- Team Size 208 – 10 Months
- Team Size 416 – 12 Months
- Team Size 832 – 14 Months
- Team Size 1664 – 16 Months
- Team Size 3328 – 18 Months
- Team Size 6656 – 20 Months
In less than 2 years you can effectively scale full mature scrum teams to over 10,000 people, one step at a time, one division at a time–carefully, methodically, predictably, and reliably.
If you run a very large development organization you should be quite happy with a two year adoption timeline, this is very fast change for a large organization. A lot will have to be put in place to make this work but it can be done. And, by growing your scrum abilities in this way, the entire process of changing core behaviors of the organization becomes much less painful.
It really really works.
Scrum is not peanut butter.
You cannot just spread it on top of an existing organization and expect it to taste good. But, with a little planning, you can divide and conquer.
-Tom
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Deming's “No Rework” Misunderstood in Software
I love reading W. Edwards Deming, as well as books on Kaizan, Lean, and the Toyota Way. When I ran The Menlo Institute we even hosted a Deming night where we would watch old Deming videos and discuss how they applied to the field of software development.
I am less inclined to encourage people to read these subjects today. Not because what what they say is any less relevant, but because people do such a poor job of translating what they say about factory production work into the very different field of knowledge work that is software development.
For example: A core value featured at the opening of Deming’s “Out of the Crisis” is “No Rework.”
It is relatively clear what this means on for the blue collar worker on the factory floor, but it is not clear at all what this means for the knowledge worker.
To see why this is a problem lets apply the philosophy of “no rework” to another area of knowledge work–writing a book. “No rework” could be misapplied to mean don’t send the draft copy of the book to an editor and incorporate their changes, that would be rework, hence it would be waste. Not lean.
Clearly that can’t be right.
It is a flawed understanding of rework applied to writing. Generally when I give this example people get a feel for the problem. For some reason it is not obvious to people when they misapply the idea of “no rework” to writing software.
They are misapplying it, all the time.
I fear the solution may be to warn most people off reading Deming or studying Lean in that they so clearly and so frequently get it wrong. Instead, I will write a series of articles on what is and isn’t rework in software development. Once you understand that, you have my blessing to study Deming.
Tom
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