![Agile is…
"Agile methodologies developed as a reaction to
[plan-driven] methodologies.“
“Adaptive rather than predictive. People-oriented
rather than process oriented.”
“Just enough process to gain a reasonable payoff”
-Martin Fowler](https://image.slidesharecdn.com/agileandmanagement-whyallthepain-150429211557-conversion-gate01/85/Agile-and-management-why-all-the-pain-14-320.jpg)
Agile and management why all the pain
- 1. "There is nothing so useless as doing efficiently that which should not be done at all." -Peter Drucker “Blame the process, not the people” -W. Edward Deming
- 4. “Obama kept getting reports; he kept getting all these green lights on his laptop of all, you know, on a grid - everything's going great, everything's going great. Literally the night before the launch, on October 1, his chief of staff called a friend of his and said, we're going to knock your socks off tomorrow. Well, he was right about that. But, the president, whatever we can say about him on policy and on giving speeches, as a manager, he failed. He did not know what was going on in the single most important initiative of his administration. “ -Steven Brill
- 5. Management Defined Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. Wikipedia
- 6. Management Defined Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives deliver customer value using available resources efficiently and effectively.
- 7. Taylorism Managers define tasks Managers find the best way to accomplish each task Pay for performance Assumes • Things usually go according to plan • There is “One Best Way” for each task • Micro-optimization leads to macro-optimization • People are cogs in the machine Martin Fowler, Extreme Programming Explained
- 8. Resource Efficiency • Maximize resource utilization • Large batches • Predictability
- 9. Resource Efficiency Niklas Modig, Par Ahlstrom, This is Lean
- 10. Management Defined Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.
- 11. Agile is… Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. agilemanifesto.org
- 12. Agile is… We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agilemanifesto.org
- 13. Agile is… We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agilemanifesto.org
- 14. Agile is… "Agile methodologies developed as a reaction to [plan-driven] methodologies.“ “Adaptive rather than predictive. People-oriented rather than process oriented.” “Just enough process to gain a reasonable payoff” -Martin Fowler
- 15. Agile is… “Continuously improving delivery of customer value at a sustainable pace while responding to change.” -Adam Yuret “A culture expressed through a set of practices." -Uncle Bob Martin
- 16. Cross-Functional Teams Timeboxed Iteration Prioritized Backlog Iteration Commitment Retrospective User Stories Planning Game Available Customer Small Releases Acceptance Testing Metaphor Sustainable Pace Collective Ownership TDD Coding Standard Simple Design Refactoring Pair Programming Continuous Integration XP Scrum Fixed work within sprint Definition of Done Product Owner Scrum Master Daily standup Sprint Planning Meeting Sprint Review Sprint Retrospective Product & Sprint Backlogs
- 17. “Real Scrum” “Assemble a cross-functional group of sufficiently skilled people Have them demo or deliver often but otherwise stop micromanaging them Have them inspect & adapt daily and monthly Allocate one person with free time to remove roadblocks & watch the quality of the team Have the business side speak through a single person” -Alistair Cockburn
- 18. Why Agile Works ROI Dean Leffingwell, Agile Requirements
- 19. Why Agile Works Fewer Pointless Features Standish Group, 2001
- 20. Why Agile Works Small Teams
- 21. Why Agile Works Fast feedback Increased learning Self-organizing Better problem solving Baking quality in Reduced rework cost Focus on time Reduced delay cost Smaller batches More predictability
- 22. Why Agile Works Increased learning Better problem solving Reduced rework cost Reduced delay cost More predictability Reduced variability
- 23. Why Agile Works Limits Work in Process Martin Fowler, Extreme Programming Explained
- 24. Why Agile Works Limits work in process (implicitly) Reduces variability
- 25. 25% capacity
- 26. 50% capacity
- 27. 80% capacity
- 29. Queuing Theory % Capacity Utilization Queue Size
- 30. Queuing Theory % Capacity Utilization Queue Size Cycle time
- 31. Queuing Theory % Capacity Utilization High Variability Queue Size
- 33. Flow v. Density AMERICAN PHYSICAL SOCIETY http://www.aps.org/publications/apsnews/200404/backpage.cfm
- 34. Agile Shortcomings “Most Scrum teams are embedded in organizations that have managers and use them. The fact that Scrum not only does not help with this but often actively denigrates managers makes improper Scrum installations more likely.” -Ron Jeffries
- 35. Agile Shortcomings “The problem with Agile is that it often treats development as if it is outsourced.” -Michael Feathers
- 36. Agile Shortcomings • Team focused (suboptimal) • Measuring output (“velocity”) over outcomes • Doesn’t address coordination between teams • Practices need an underlying theory
- 37. Agile Shortcomings "Customers enjoy being partners in the software process, developers actively contribute regardless of experience level, and managers concentrate on communication and relationships." -Don Wells (Silver bullet?)
- 38. Resource Efficiency • Maximize resource utilization • Large batches • Predictability
- 39. Resource Efficiency Niklas Modig, Par Ahlstrom, This is Lean
- 40. Flow Efficiency • Fast, smooth flow of work items through whole system • Small batches • Adaptability
- 41. Flow Efficiency Niklas Modig, Par Ahlstrom, This is Lean
- 42. Resource Efficiency • Maximize resource utilization • Large batches • Predictability Flow Efficiency • Fast, smooth flow of work items through whole system • Small batches • Adaptability
- 43. Taylorism Managers define tasks Managers find the best way to accomplish each task Pay for performance Assumes • Things usually go according to plan • There is “One Best Way” for each task • Micro-optimization leads to macro-optimization • People are cogs in the machine
- 44. Lean Whole systems approach Deliver customer value early and often -less delay leads to less waste Build quality in Respect people
- 45. Lean Whole systems approach Deliver customer value early and often -less delay leads to less waste Build quality in Respect people Involve everyone in continuous improvement
- 46. Lean Push decision making down Share information Stop managing people, start managing: the flow of value delivery + cultivate adaptability
- 47. Work in Process (WIP) Work Time Arrivals Departures
- 48. Work in Process (WIP) Work Time Arrivals Departures
- 49. Lean Make work visible Manage queues (i.e. limit work in process) This includes • Portfolio level • Program level • Product level
- 50. Little's Law
- 51. Limit WIP
- 52. Bottlenecks Niklas Modig, Par Ahlstrom, This is Lean
- 53. Lean Right-size batches (usually smaller) Manage cycle time, throughput Find and attack bottlenecks Address variability Hypotheses, followed with experiments
- 54. Software Dev specific Consider dual roles for Product Owner and Product Mgr Hierarchical product backlogs, where needed • limit WIP at multiple levels • synchronized cadence Use cross-functional teams where appropriate
- 55. Software Dev specific Martin Fowler, Extreme Programming Explained
- 56. Getting There Niklas Modig, Par Ahlstrom, This is Lean
- 57. Getting There Niklas Modig, Par Ahlstrom, This is Lean
- 58. Siemens Health Systems (2012) 15 cross-functional Scrum teams Implemented flow-based approach Achieved 42%/reduction in cycle time Limiting WIP alone: • 21% shorter cycle time • 33% more throughput Kanban at Scale – A Siemens Success Story , InfoQ, Feb 28, 2014 http://www.infoq.com/articles/kanban-siemens-health-services#anch107610
- 59. Kanban at Scale – A Siemens Success Story , InfoQ, Feb 28, 2014 http://www.infoq.com/articles/kanban-siemens-health-services#anch107610 Siemens Health Systems (2012)
- 60. Final words Prevent waste (rather than eliminate it) Kanban is a tool You are not doing Kanban if you are not constraining WIP The Kanban Method is optional (even when using Kanban)
- 61. ???
Editor's Notes
- #20: 2003 standish