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.
There have been dozens or hundreds of explanations of Agile thrown about by dozens of us Agilistas these last dozen years or so. This is me throwing my hat into the ring.
Agile consists of precisely one idea applied consistently to the business of software development. That idea is:
Feedback loops.
Why do we have a daily standup? Because the daily standup gives you feedback (from the team to the rest of the team) on (among other things) the progress of the team towards the end of the iteration.
Why do we have an iteration demo? Because the iteration demo gives the project stakeholders feedback from the APO on what he’s been getting the team to do in the last iteration.
Pair programming? Feedback on the second-to-second basis on code design/correctness.
Automated unit tests? Feedback on the quality of the code on a minute-wise basis.
Retrospectives? Feedback on the quality of the process.
One more time: there is only one big idea in Agile.
Feed the feedback loop
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As James Goebel and I were having dinner on the River Walk in downtown San Antonio he told a story of how Menlo Innovations was visited by representatives of a manufacturing firm that has defined and achieved true “Lean Thinking.”
After touring Menlo, hearing the Menlo story, and seeing how Menlo operates they told James, “You are applying our philosophy to software development better than we are.”
I was, of course, delighted to hear the story. I considered it a tremendous endorsement of our work. I used to run “Deming Nights” at Menlo over a decade ago. We would watch “Deming Videos,” and encourage folks to read books on lean manufacturing and the Toyota Way. It was interesting to us, already being very agile, to see how manufacturing had independently learned many of these techniques years before we did.
Now, after hearing James’ story, I’ve come to rethink the idea of telling people to study lean. I may no longer encourage people adopting Agile to read Deming or Liker.
Why?
Because if the best practitioner of lean manufacturing principles on the planet cannot become as Agile as my company, then I have to assume you cannot get to where we are by studying lean manufacturing principles and rigorously applying them. Seriously, if the Menlo visitors could not do it, then NOBODY CAN.
So what should you study?
If you want to be agile, then study agile. Don’t study lean, you won’t get here that way.
Instead of reading lean, read Extreme Programming Explained by Kent Beck.
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Team members are together through the entire work day
Information is radiated visually
Every member of the team is 100% on that team with no responsibilities outside the team
All work is done in pairs of team members
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
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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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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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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“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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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.
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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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.