#NoProjects - Teams over Projects
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The document argues against using projects to organize software development work. It claims that projects assume perfect knowledge and flexibility that do not exist in software. Projects optimize for big batches of work but software has diseconomies of scale. It is better to organize around stable teams working continuously in small batches to reduce risk and destroy knowledge less frequently. Teams should be organized by business streams rather than projects to focus on continuous benefit delivery.
#NoProjects - Teams over Projects
- 1. #NoProjects Teams Over Projects Allan Kelly allan@allankelly.net http://www.softwarestrategy.co.uk Twitter: @allankelly.net Agile on the Beach September 2015 #BeyondProjects
- 2. Allan Kelly… Chapters in… Business Analysis and Leadership, Pullan & Archer 2013 97 Things Every Programmer Should Know, Henney, 2010 Context Encapsulation in Pattern Languages of Program Design, vol #5, 2006 Consulting on software development & strategy Training for Agile Author – Xanpan: Team Centric Agile Software Development https://leanpub.com/xanpan (2014-2015) – Business Patterns for Software Developers (2012) – Changing Software Development: Learning to be Agile (2008)
- 3. The problem with projects…. … and I don’t mean this in a small way
- 4. Project Model Assumptions 1. You know what you want • And have perfect foresight 2. Value is knowable • And is known before start 3. There is no value in flexibility i.e. Options are valueless These assumptions do not hold in software development
- 5. Conflict and…. Goal displacement – Chasing date over benefit – Chasing time over benefit – Chasing cost over benefit – Chasing features over benefit The Project model leads to…
- 6. End Dates damage quality Short term thinking leads to… Corner cutting Known & unfixed bugs Residual technical debt Knowledge lost
- 8. Projects are big batch of work • Project model is optimized for big • Used on small pieces of work it inefficient • Projects push big decisions up… to big men with big cheque books top-down authority
- 9. Software development… • Does NOT have economies of Scale • Development has DISECONOMIES of scale
- 10. Milk is cheapest in BIG cartons Software is cheapest in lots of small cartons And small cartons of software reduce risk
- 11. Consider a large project Against several small projects Project A: Risk = 30% Value at risk = £1m Therefore risk weighted value = £300,000 Prj B: Risk = 15% Value @ risk = £½m Therefore … = £75,000 Prj C: Risk = 15% Value @risk = £½m Therefore … = £75,000 E: Risk = 6% @risk = £200k Therefore = £12k F: Risk = 6% @risk = £200k Therefore = £12k G: Risk = 6% @risk = £200k Therefore = £12k H: Risk = 6% @risk = £200k Therefore = £12k I: Risk = 6% @risk = £200k Therefore = £12k
- 12. Software isn’t temporary Projects are temporary
- 13. A project is…. Project Management Institute - http://pm4id.org/1/2/ "PMI defines a project by its two key characteristics: • it is temporary and • undertaken to create a product, service, or result that is unique."
- 14. A Project is… “A temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined resources.” PRINCE2 definition of project
- 15. Successful software doesn’t stop Successful software continues to change Only dead software has an end-date
- 16. Successful software? Moodle Weekly downloads: 23,239 Last update: 3 days (16 Jan) Web Torrent Weekly downloads: 0 Last update: 17 April 2013 (9mths) PerlLORD Weekly downloads: 0 Last update: 25 Feb 2013 (11mths) 1) If they use it, it will change 2) Only Dead Software Stops changing Data from SourceForge search for “WebBrowser” 19 Jan 2014
- 17. Temporary organizations The most destructive idea known to software development
- 18. Temporary Organization? • Storming • Norming • Forming • Performing • Destroying }Takes time & money! Why destroy performing teams? Why spend that money? Why loose knowledge?
- 19. Temporary organizations Disbanding teams destroys – Knowledge – Capability – Performance The most destructive idea known to software development
- 20. Corporate Psychopathy Process by which corporations disband performing teams and release staff
- 21. A Match Made in Hell Software Development Project Management Software is forever Projects are TEMPORARY
- 22. So… • Organize to do lots of small • Optimize for small batch size • Organize around that which is stable • Plan for continuity
- 23. Continuous is not Temporary Continuous flow Continuous improvement Continuous delivery Continuous benefit
- 24. Waterfall 2.0 Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (http://flickr.com/photos/22195940@N00) Creative Commons License Continuous Flow
- 25. Continuous flow • Work in the small • Get good at doing small things – Deliver small increments of value – And evaluate results • Go fast • Value seeking • Repeat, don’t stop
- 26. Base work around stable teams Teams Over Projects
- 27. Agile Manifesto Teams over projects
- 28. Stable teams… • Keep teams together • Flow work to the teams • Work in the small • Work continually • Demonstrate value
- 30. Organize by business stream & team • Aim for stable teams & continuity • Close to business • Manage queues within capacity Stream #1 Dev Team
- 31. Team is a Whole • Testers are first class team members – Embedded with team (always) • Product Owners / Managers / BA are team members too Dev Team – Coders, Testers, etc. … Requirements go In Working Software comes out
- 32. MVT - Minimally Viable Team Start with the smallest team possible Beware Conway’s Law Start small & grow organically as needed
- 33. Teams – Ameba! • Start small – 1, prototype or research – 2, get going: Engineer & BA • Grow • Split • Focus team – 1 product/area • Contains all skills
- 34. Vertical teams • Staff with all needed skills – Coders – Testers – Product Analysts – Managers • Authority – To do what is needed • Responsible for delivery
- 36. Vertical Teams
- 37. Team & Duration Prefer – Short and Fast Over – Long and Thin • Faster time to market • Higher Rate On Investment • Less resource contention • Requires clear prioritization & project closure
- 38. Beyond Projects It ain’t ever over BAU is not a dirty work allan kelly allan@allankelly.net www.softwarestrategy.co.uk Twitter: @allankellynet
Editor's Notes
- #30: Public domain image, http://commons.wikimedia.org/wiki/File:Sausage_making-H-3.JPG