![#AG18 http://www.agilegurugram.com
Parkinson’s Law
´ Credit goes to Cyril Northcote Parkinson as part of the first sentence of a
humorous essay published in The Economist in 1955 and since republished
online,[1][2] it was reprinted with other essays in the book Parkinson's Law:
The Pursuit of Progress (London, John Murray, 1958)
´ A c urrent form of the law is not the one Parkinson refers to by that name in
the article,
´ It was a mathematical equation describing the rate at which
bureaucracies expand over time as a result of closure of colonial offices.
´ Interestingly the adage “ Work expand to fill the time available for it’s
completion” become more popular than the actual law.](https://image.slidesharecdn.com/agile-sustainable-development18-harpreet-180328125433/85/Defying-Parkinson-s-Law-Sustainable-Development-and-Beyond-Talk-AGILE-GURUGRAM-2018-23-24-March-5-320.jpg)
Defying Parkinson’s Law: Sustainable Development and Beyond | Talk | AGILE GURUGRAM 2018 | 23 -24 March
- 1. Defying Parkinson’s Law: Sustainable Development and Beyond Harpreet Singh
- 2. #AG18 http://www.agilegurugram.com My Self.. Name: Harpreet Singh Industry Experience: 20 Years Contact: harpreet.singh@rsystems.com harpreet20oct@yahoo.com, 9818775067 Website: www.LearningPulser8.com Qualification & Certifications: MCA, MBA, PMP, PMI-ACP, CSM, Scrum Master Certified, Scrum Developer Certified, Agile Expert Certified, Scrum Study Certified Trainer. Certified Internal Quality Auditor (CMMi), Certified Information Security Auditor, ITIL V3 (F), Six Sigma Green belt.
- 3. #AG18 http://www.agilegurugram.com Story of a “Good” Project Manager ´ This story is about a very good project manager who is known for handling complex projects. He is currently handling a project of 2 months of duration. Currently team in the end of first months. ´ Customer is asking for some minor changes. Team along with their current tasks is in the discussion with customer about the new task. Testing team is waiting for the code to be completed so that they can start testing ´ Senior management instructed the project manager to utilize tester and gave them whatever functionality is complete. So tester started the testing and started to log defects in defect tracker tools. Developer started fixing these defects along with the development work they were doing. Team started working extra hours to accommodate this. There are no automated Unit test cases as developers thinks it will further slow down the development. ´ Project Manager realizes there is some problem and team is unable to deliver on time.
- 4. #AG18 http://www.agilegurugram.com "work expands to fill the time available for its completion" : Cyril Northcote Parkinson
- 5. #AG18 http://www.agilegurugram.com Parkinson’s Law ´ Credit goes to Cyril Northcote Parkinson as part of the first sentence of a humorous essay published in The Economist in 1955 and since republished online,[1][2] it was reprinted with other essays in the book Parkinson's Law: The Pursuit of Progress (London, John Murray, 1958) ´ A c urrent form of the law is not the one Parkinson refers to by that name in the article, ´ It was a mathematical equation describing the rate at which bureaucracies expand over time as a result of closure of colonial offices. ´ Interestingly the adage “ Work expand to fill the time available for it’s completion” become more popular than the actual law.
- 6. #AG18 http://www.agilegurugram.com Unsustainable Development ´ Myopic focus on the features in the next release, the next quarter, and the current issues such as defects and escalations reported by customers. ´ over- (or under-) design, a code first then fix defects later (code-then- fix) mentality, too many dependencies between code modules ´ Lack of automated tests, and use of temporary patches or workarounds that are never addressed. ´ Team is reactive to changes in their ecosystem and are caught in a vicious cycle of reacting to events and ´ working harder and longer hours just like walking up a down escalator. The result is a project Death Spiral.
- 10. #AG18 http://www.agilegurugram.com The Causes of Unsustainable Development Project Stresses Project Controls Collaboration Expertise Decision Making Simplicity Cost Management External Dependencies Disruptive Technologies Disruptive Business Model
- 11. #AG18 http://www.agilegurugram.com Technical Debt and the Flywheel Metaphor
- 12. #AG18 http://www.agilegurugram.com Sustainable Development ´ Achieve and maintain an optimal development pace indefinitely. ´ Teams are able to be proactive about changes in their ecosystem. ´ These teams are in a virtuous cycle where the more team is able to improve themselves and how they work together, the greater their ability to deal with increasing complexity and change. (No fundamental Attribution Error)
- 13. #AG18 http://www.agilegurugram.com Striving for Sustainable Development Is Like Juggling Features Bug Fixing Design Emphasis Working Product Defect Prevention Continual Refinement
- 14. #AG18 http://www.agilegurugram.com Working Product 1. No "Broken Windows" 2. Be Uncompromising about Defects 3. "Barely Sufficient" Documentation 4. Continuous Integration 5. Nightly Builds 6. Prototyping (quick and dirty approach ,Throwaway, Tracer Bullet) 7. Don't Neglect Performance 8. Zero Tolerance for Memory and Resource Leaks 9. Coding Standards and Guidelines 10. Adopt Standards (Concentrate on Your Value-Add) Working Product
- 15. #AG18 http://www.agilegurugram.com Defect Prevention 1. Ruthless Testing 2. Use Available Tools 3. Pair Programming and Code Reviews 4. Lightweight Root-Cause Analysis Defect Prevention
- 16. #AG18 http://www.agilegurugram.com Design Emphasis 1. Design Vision 2. Guiding Principles 3. Simple Design 4. Refactoring 5. Design Patterns 6. Frequent Rapid Design Meetings 7. Commitment to Re-Architecture 8. Design for Reuse Design Emphasis
- 17. #AG18 http://www.agilegurugram.com Continual Refinement 1. Iterative Development 2. Release Planning 3. Daily Standup Meetings 4. Refactoring 5. Retrospectives 6. Coaching and Team Development 7. Make Key Matrices visible Continual Refinement
- 18. #AG18 http://www.agilegurugram.com Unsustainable to Sustainable Development ´ Start ruthless testing by emphasizing unit tests for new code and, if you can, by putting safeguards in place such as system level tests to catch regressions sooner. ´ Introduce simple design and refactoring. ´ If you aren't already doing so, make sure your product is built nightly (completely, from scratch) and that you are using a configuration management system. ´ Pay attention to your design practices. If you do a lot of up-front design currently, don't stop doing design because you don't think it's agile. Don't get hung up on simple design and emergent design. Start with frequent rapid design meetings and architectural reviews. ´ Start collecting some metrics to find out what kind of defect trend and backlog you have. This will help plan your next steps to help get defects under control.
- 19. #AG18 http://www.agilegurugram.com Time Management: Time Robbers ´ Procrastination ´ Overreaching ´ Unnecessary Travel ´ Email and paperwork ´ Timewasting Meetings ´ Distractions and Switching Cost ´ Time Wasting Boss
- 20. #AG18 http://www.agilegurugram.com Time Management: Pomodoro Technique ´ developed by Francesco Cirillo in the late 1980s ´ The "Pomodoro Technique" is named after the tomato-shaped kitchen timer that Cirillo used when he was a university student ´ Decide on the task to be done ´ Set the pomodoro timer to n minutes (traditionally 25) ´ Work on the task until the timer rings; record with an x ´ Take a short break (3–5 minutes) ´ After four pomodoros, take a longer break (15–30 minutes)
- 21. #AG18 http://www.agilegurugram.com How do you spend time? Making Activity log Helps in: ´ Make a realistic estimate of the time spend during the day on job orders ´ Pinpoint the critical areas:-time spend on low value jobs ´ Finding the high yielding time of our day
- 22. #AG18 http://www.agilegurugram.com Eisenhower's Urgent/Important Principle Quadrant-1 Important and Urgent Crises & Deadline Problems Quadrant-2 Important But Not Urgent Relationship planning and Recreation Quadrant-3 Not Important But Urgent Interruptions, Meetings, Activities Quadrant-4 Not Important Not Urgent Time Wasters Pleasant Activities Trivia
- 23. #AG18 http://www.agilegurugram.com Eisenhower ´ Dwight D. Eisenhower was the 34th president of the United States from 1953 until 1961. Before, he had been general in the United States Army and served as the Allied Forces Supreme Commander in World War II. He later also became NATO first supreme commander. Dwight had to continuously make tough decisions on which of the many tasks he should focus on each day. This finally lead to inventing the world-famous Eisenhower principle, today helping us to prioritze by urgency and importance.
- 25. #AG18 http://www.agilegurugram.com Sustainable Development Culture ´ Disciplined ´ Responsible ´ Leadership ´ Visionary and Tactical ´ Shared Sense of Urgency ´ Highly Collaborative ´ Complementary Talents and Skills ´ Continually Improving and Learning ´ Change Tolerant ´ Risk-Aware ´ Fun
- 26. #AG18 http://www.agilegurugram.com Conclusion ´ Team needs to be proactive to changes in their eco system to manage time. ´ Defects prevention techniques needs to be used effectively so as to focus on features rather than struggling with defect fixing. ´ Pomodoro’s Techniques is helpful in moving things forward case of disruptive environment. ´ Some non productive activities can also be prioritize using Eisenhower matrix. Following above techniques team can defy Parkinson’s law and do sustainable development.