First…This is Kyle. Not Tom, Not Geri. Maybe I should be Granny.
One of the things we’ve been worrying about at work recently is metrics for Agile Adoption. How can we tell if a project, or project area, or the organization as a whole has become Agile?
Our first pass at this question resulted in the recognition that there’s a whole bunch of items that someone ought to be doing to be doing Agile well. And so we worked out a 100-point checklist for that: here’s what we’d like to be doing. But then the inevitable business question of “passing score” came up. And we had to think harder. Our question became “What is the minimum viable product of an Agile adoption?” What measurements do you have to make to give the yes-no on agile for a team?
I propose that fundamentally, there is only one measurement that we really care about; that everything else is a detail:
Do you get feedback from delivering working, tested, end-to-end, deployable, “DONE” code to business users every 1-4 weeks?
Pair programming? Support for making that 1-4 week cycle happen.
Automated testing? Support for making the testers not explode on iteration 4.
Daily standups? Support for finding problems daily, so we can hit our cycle.
Task board? Continuous information about whether we are on track for our cycle.
Burndown chart? Information so we can correct daily for our 1-4 week cycle.
One more time: You can measure (the beginning of) agile adoption in one metric:
Do you get feedback from delivering working, tested, end-to-end, deployable, “DONE” code to business users every 1-4 weeks?
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The War Floor
What does every manager ask for when they really want to get a software project completed quickly? “Give me a war room.” We all know, almost instinctively, what they mean.
A mid-sized room full of white boards and peg boards covered with notes and drawings. Six or seven desks pushed together in the center of the room, each with one or two people working together staring intently at laptops connected to giant monitors. Questions, when asked, are spoken out loud so anyone can quickly answer.
There is an intensity to the room. A sense that the room was assembled for a purpose, a propose everyone in the room knows and understands.
The war room is a solid metaphor for agile space, but does it scale? Can you turn an office constructed as a giant cube farm into agile space without building lots of rooms?
Absolutely.
In fact, we can do far better than a war room. We can turn that entire cube farm into a war floor! A war floor is much nicer than just a war room.
To turn your old cube farm (or even your new cube farm) into a war floor do the following:
1. Remove the cubes
2. Make all walls whiteboards, metal boards, and pegboards
3. Acquire portable tables and computers
4. Acquire nice chairs for team members and folding chairs for visitors during demos
5. Drop power and internet from the ceiling
6. Let the team create the space they need for each project
Let agile teams be agile.
An agile war floor is a giant open space where team members arrange their desks and chairs to match the specific needs of the specific product they are working on. They always arrange their desks so they have at least one wall close by to be their task board. The rest, they improvise.
Removing the cubes allows for density and restructuring in an agile manner as the needs change. The war floor adjusts it appearance dynamically, in real time, as the needs of the team change. All without expensive build outs.
Build agile work spaces. Work spaces the team can change at the drop of a hat. The space, more than anything else, sets the tone for the entire agile journey. Do it well, and it will pay off for years to come in better agile behavior.
-Tom
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More Fundamental than Feedback
“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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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
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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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
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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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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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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