Rally Fream Work
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The document summarizes the journey of an organization toward adopting Agile practices. It describes how the manager attended an introductory Scrum seminar, enrolled in Scrum training, read books on Agile, and visited other organizations using Scrum. With the help of experts and resources, the organization is in the process of implementing Scrum through training and consulting. The transition has challenges but progress is being made through a careful, learning-based approach tailored to their needs.
Rally Fream Work
- 1. An information radiator for the Agile Alliance Spring 2006 3 Ways to Take the XP Plunge Plus... Dive in. Deliver true iteration quality The water’s fine! page 12 page 16 Create an agile organization page 21 Don’t demand pair programming page 30
- 3. Features Departments 12 Checks and Balances 5 Face-to-Face Bring the power of QA to your Agile You’ll want to mark your calendar processes to ensure that your itera- for these Agile events. tive releases are production ready. by Damon Carr 6 User Stories 6 Cooking Up Some Agile Planning 16 Take the XP plunge! by Laura M. Waite & Paul K. Goddard When you’re ready to test the XP waters, pick a style that suits you and 9 Agile Gets Lean venture in at your own pace. by Kent by Roman Pichler Beck and Cynthia Andres 26 Through the Looking Glass by Lori Schubring 21 Informed Consent Use the decision-making principles of 29 Context sociocracy to create an organization Every Agile project needs a solid that is as agile as its software develop- background. Find out what Michele ment practices. by Gareth Powell Sliger is reading to strengthen her Agile foundation. Editor Rebecca Traeger 30 Refactor Proofreader In this issue, Alex Pukinskis reflects on Heidi Amundson the wasted effort of selling reluctant managers and developers on the Design virtues of pair programming. Pixallure Design Account Executive Alison Kincaid Technical Advisor MIke Cohn tion ia nce publica An Agile All
- 4. Learn How to DEVELOPMENT Beat the Odds L I F E C YC L E on Your Next PRACTICES Software Development Project Managing Projects & Teams Plan-Driven Development Agile Development Process Improvement & Measurement J U N E 2 6 – 2 9 , 2 0 0 6 L A S V E G A S , N E VA DA S O U T H COA S T H OT E L & C A S I N O K E Y N O T E S B Y I N T E R N AT I O N A L E X P E R T S • Discover the latest in software development technologies, trends, and practices Testing & Quality • Attend pre-conference tutorials covering Assurance Agile development, Scrum, traditional Norm Kerth Michael Mah Linda Rising Luke Hohmann Joel Spolsky Elite Systems QSM Associates Independent Luke Hohmann Fog Creek development, requirements, metrics, Consultant Consulting Software estimating, and project management REGISTER NOW! • Network with experts, tools and service Security & providers, and peers Special Topics www.sqe.com/bettersoftwareconf www.sqe.com
- 5. The complete solution for Editor’s Letter Lean – Agile Software I’m so glad you downloaded the first issue of Development AgileDevelopment magazine. I hope you are as excited as we Make sure your entire development team are about the changes and the possibilities for the future. receives a consistent, integrated message As you can see, the magazine is designed to be a virtual when learning Agility whiteboard for the Agile Alliance. In its pages you will find in- Upcoming Courses formation that is all relevant to the overall project we call Agile ScrumMaster Apr 19-20 Cupertino, CA development. From features on delivering working software to Certification May 2-3 Bellevue, WA articles that show how individuals and interactions really are May 23-24 Chicago, IL valued above process and procedures, the concepts that were Jun 28-29 San Francisco, CA laid down five years ago in the now famous Agile Manifesto are brought to life here. Aug 16-17 Bloomington, MN Don’t miss our regular sections: Face-to-Face (events Sep 20-21 Cupertino, CA where you can meet with peers and experts), Context (reviews Design Patterns Apr 11-13 Bellevue, WA Explained of books and articles that discuss Agile topics), User Stories Aug 15-17 Cupertino, CA (tales from the Agile trenches), and Refactor (an Agile method Filling the Jun 7-8 Bloomington, MN or process as seen from the perspective of hindsight). Customer Role Aug 9-10 Cupertino, CA in Agile If you’d like to comment or contribute, please feel free to Projects email me at editor@agilealliance.org. I’d love to hear from you. Lean Software Apr 19-20 Bellevue, WA Development Jun 1-2 San Jose, CA Sincerely, MagicDraw for Apr 24-28 Bellevue, WA Developers Test-Driven Jun 13-15 Bellevue, WA ASP.NET Test-Driven Jun 20-22 Cupertino, CA Development Rebecca Traeger, Editor Our innovative online training offerings feature complete lectures by leading experts. Try a sample. Register at www.netobjectives.com/promo For information or to register for a class, visit www.netobjectives.com/events or call 425.688.1011 Mention this ad to receive a free T-shirt when you register AgileDevelopment | Spring 2006
- 6. User Stories Through the Looking Glass Our long day’s journey into Agile by Lori Schubring, ADS Manager, Bemis Manufacturing They say a journey of a thousand miles Scrum. As I read, I found myself scrutinizing that are often in the hundreds of pages. An begins with a single step. Our path to Agile the way we currently were approaching average project lasts anywhere from three started back in early 2005 when I received software development. I wondered if it was months to three years. We currently pro- an invitation to a free half-day seminar on possible to make Agile work for our organi- gram in RPG IV. All of our testing is manual. Scrum. Intrigued, I attended. After the semi- zation. (Hey, at least we test.) All this is to say that we are about as far away from Agile as one nar, my interest was peaked and the ball Who We Are was officially in motion. can be—all the more reason why Scrum As the Application Development and My next step was to enroll in the could be such an important change for us Support Manager for a large manufacturing Certified ScrumMaster Training course pre- to make. company, I am responsible for coordinat- sented by Ken Schwaber and Esther Derby ing and managing the efforts of both our Where We’ve Been in Milwaukee. I invited two of my team support team (help desk) and our project About a year ago, we began to ques- members along so they, too, could learn development group. We support, maintain, tion the value in our process. We encour- what Scrum was all about. The course gave and enhance some 3300, mostly internal, aged our IS Applications Group to do the me a valuable head start, but I still wanted applications. same. Several years ago, we had very little more information before I made a commit- We use the traditional waterfall ap- control or process—things were just short ment to change. proach to our software development life- of a free-for-all when it came to making To further my Agile education, I read cycle, with the requisite multiple hand-offs program changes and getting them into Ken’s book, Agile Project Management with and business and technical specifications production. In response, we went to the 6 AgileDevelopment | Spring 2006
- 7. other end of the spectrum and became so formalized that we hindered our abil- “Mike helped us Mike Cohn, author of Agile ity to remain flexible for the business. It move to a much Estimating and Planning and got to the point where we weren’t turn- more progressive, User Stories Applied For Agile ing around project requests fast enough: business-friendly approach that has Software Development and our process took so long people some- paid enormous Mountain Goat Software times thought the project had died when in fact we were still working on it! dividends. I can’t specialize in the application After our brief exposure to the imagine going of agile techniques to di cult world of Agile, we began to look for ways back to the old software problems. to be more flexible rather than letting way of developing the process govern how we approached software.” our projects. If it didn’t make sense to do Available courses include: something for a particular project, we Mark Gutrich CEO, ePlan Agile Estimating and Planning encouraged the group to question it and Services Certi ed ScrumMaster think outside the box. If we didn’t need a technical specification, we didn’t write User Stories for Agile Requirements one. If we could combine the specifica- “Mike’s classes at Working On an Agile Team tions into one document to minimize Yahoo! have been Agile Product Management the documentation, we did just that. We incredibly useful. started assigning the project team at I recommend him to anyone who training. mentoring. consulting. the beginning of a project to minimize hand-offs and the learning curve that is serious about goes along with them. We have begun to implementing move from narrative test plans to reus- Agile in their able test plans and would love to get to organization.” the point where we can automate our testing. Gabrielle We have been taking some very Bene eld small steps, and have made some great Director of Agile Phone: (720) 890-6110 strides in improving our process with the Development, Fax: (720) 221-0721 goal of delivering value to the business Yahoo! www.mountaingoatsoftware.com AgileDevelopment | Spring 2006
- 8. faster—but we still aren’t anywhere near had before. Unfortunately, despite all the I broke out in a sweat thinking about all Agile. information I had received, I also left with of the different things that needed to be even more questions. done. Guides along the Way On the flight home, I began to real- Since then, for every one question I In July 2005, several of us attended ize the challenges that lay ahead. I needed have asked and had answered, five more Agile 2005 in Denver. It was a week of in- to gain the support of our IT Director and questions have popped up. Luckily, every- tense idea sharing and instruction that had our Vice-President of Information Services. one I have been in contact with has been more energy and passion than any other I wanted to bring Mike Cohn in. I wanted to very generous in offering suggestions conference I have ever been to in all my change our structure and form Agile teams. and guidance on books, articles, websites, fourteen years in the industry. I needed to educate the business on what groups, and contacts to talk to and share We all have helpmates on our jour- the benefits of Agile were. I would have to information with. ney, and fate stepped in to give us one: in convince my group that Agile was going to Mike Cohn has been instrumental in one session, I happened to select a seat be a positive change and I would have to getting me in touch with individuals who next to Lisa Owens from ePlan Services. We provide them with books and information have already gone down the path I am on. began to talk and, as luck would have it, on what Agile and Scrum were all about. He suggested I join several Yahoo groups she was already doing Scrum— and her of- fice was a block away from the conference. She took us on a field trip to better explain their Scrum process and to show us their Scrum board, burndown charts, retrospec- tives, user stories, and other Agile tools. It was a great opportunity to see Scrum in action. She also spoke very highly of Mike World Leaders in the supply of I.T. Cohn and suggested that if I was serious Software Development Consultants about Agile I should find a way to bring him into our organization to help with the implementation. Please contact either James McMillan or Matt Farmer Lisa wasn’t the only helpful partici- Tel : +44 (0) 870 428 1011 pant; many people were willing to share Fax: +44 (0) 870 428 1012 their experiences. I left the conference with an armful of books and more excitement about the potential Agile offered than I Or email: agiledevelopers@ma-worldwide.com AgileDevelopment | Spring 2006
- 9. on Agile planning and Scrum development, also received information on the Wisconsin came to us and delivered four full days of so I did that and began posting my ques- SPIN Group, a group dedicated to software training and consulting. We’re on the road. tions to the groups. I purchased several process improvements who recently com- I had no idea what I was getting into copies of Mike Cohn’s User Stories Applied pleted a four-part series on Agile. I have when this all started. Some days, the pic- and Agile Estimating and Planning to share spent countless hours reading books and ture is still as clear as mud—well, maybe a with my group. I am attempting to orga- visiting websites trying to absorb as much little more watered down. Still, I am making nize a Wisconsin-based Agile user group information as possible. I have had confer- progress. Members of my group are start- (another new adventure for me). I even ence calls with complete strangers willing ing to get excited about what Agile has to created an “Agile Corner” complete with to share their experiences. It’s been great. offer as well. whitepapers, diagrams, and other books Thanks to all of the resources and the Some might criticize our slow imple- on Agile, lean software development, and helpful people we encountered along the mentation, but I purposely chose not to teambuilding. We add to the corner as we way, we have persevered and change is rush into anything. Instead, I planned care- come across new material. happening. fully and considered our team structure I have received emails from different and skill sets, office layout, company cul- Where We’re Going individuals suggesting alternate reading, ture, and potential issues that might arise. In October, I received approval to including Fit for Developing Software by Rick I am learning from others’ experiences and implement Scrum. In early 2006, Mike Cohn Mugridge and Ward Cunningham, I have am trying to take it all in. The good thing “The most comprehensive Agile Software Development training curriculum in the industry” Currently offering courses in: Lean Software Development Scrum Master Certification Design Patterns Test-Driven Development / XP Programming Agile Project Management The Customer Role in Agile Projects Integrated Training Team Coaching Best of Breed Tools Technical Consulting Innovative Learning Environments For samples of our innovative online training, featuring complete lectures by leading experts, register at www.netobjectives.com/promo Contact us at info@netobjectives.com or 425.688.1011 Learn more at www.netobjectives.com AgileDevelopment | Spring 2006
- 10. (or bad thing depending on how you look at it) is that there is no cookie-cutter solu- Hyatt Regency Minneapolis tion. There is no silver bullet. Each of us has July 23-28, 2006 to determine what works best for us and our particular environment and situation. It is important to listen to what others have to say, yet it is equally important to realize that what might work well in one company may not work for us. It is quite challenging trying to lead at the same time that you are learning. Agile is a whole new way of looking at things—it is both scary and exciting at the same time. I have learned and pushed myself outside of my comfort zone many times during this discovery process and I am hoping that my group will also do the same. In a future article, I will report back to you on how well our implementation is go- ing. In the meantime, I hope our story will Event Sponsors: help those of you who are interested but Agile2005 was a sellout. Don’t unsure of how to approach Agile in your miss your opportunity to organizations. If we can do it, anyone can. I attend Agile2006. am truly convinced of that. Believe me—we The Agile2006 Conference is an open forum exploring all agile methodologies, are about as far away from Agile as the including Extreme Programming (XP), Scrum, Crystal, FDD, DSDM and others. North Pole is from the South Pole. You may With sessions for all roles including executives, managers, programmers and have to stretch yourself and think outside testers, the conference is the place to go for balanced and up-to-the-minute information. the box but there are plenty of people and resources available to help you along the Attend Agile2006 and learn how to deliver business value effectively by adopting Agile Development principles. way. You will never meet a greater group of people than those who are involved in the REGISTER NOW! In cooperation Brought to you by: Agile movement. Good luck to you. Save $300 when you register before May 15 www.Agile2006.org 10 AgileDevelopment | Spring 2006
- 11. By Kent Beck Cynthia Andres Take the XP Plunge! Want to go eXtreme but can’t decide where to start? Stop worrying and start changing. XP promises relief from the pitfalls ming Explained: Embrace Change, 2nd Edition, big risky release into two smaller releases. of traditional development projects. But, to describe three stereotypical ways teams Still other toe dippers begin by working on when you’re ready to test the XP waters, take the XP plunge: Toe Dip, Cannonball, XP individually if the team is not ready. how do you begin moving from how you and Racing Dive. The sidebar “XP’s Safe Starts” (page work today toward an XP style of develop- Toe Dip 18) lists thirteen practices that are safe ment? You want to start in the right place, places to start (covered in detail in XP Some people and teams value con- convince the right people, and “do it right” Explained, 2nd Edition). Any one of these tinuity. They don’t want to let go with one so you can reap all the benefits. However, “places” will provide some immediate im- hand before they have a firm hold with the this need to “do it right” can keep many other. When they begin XP they introduce provement, with minimum risk. teams from doing anything at all. XP is a one practice at a time. They firmly instill If you are a toe dipper, think about way forward; a way to find the courage that one practice before adding the next, the area you would most like to improve, to embrace the challenges of change. XP while the rest of their development process find the practice that addresses that issue, starts when you start and where you start. remains intact. They are toe dippers. and implement it on a trial basis. After a Eight years of observing and coach- The gradual path into XP has many month or two, evaluate the effects of this ing the application of XP has convinced me entrances. Some toe dippers make a point change, barriers you met, and successes that there are as many ways of starting and of programming together in a conference you had, and share your experiences with sustaining change as there are ways to get room several hours a day. Others have your support community. Then, refine or into a swimming pool. Let’s stick with that developers write some automated tests as repeat the process to add the next most analogy, as introduced in Extreme Program- they code. Some start by simply dividing a valuable practice.
- 12. Cannonball the confidence boost the team gets from a cannonball results in lasting improve- gaining control on their own are all good ment depends not only on how the team Some teams want quick results and reasons to try a cannonball. Some of the does its work but also on how the rest of are willing to deal with the chaos of radi- chaos of the cannonball is mitigated by the organization responds to their change. cal change as long as they are in control the synergies between the practices. For Outside support can encourage a team to of the changes to their software process. instance, the practice of developer-written stick with their changes long enough to These are the teams that start doing every tests is invaluable XP practice they can at full throttle. The when incrementally result is, predictably for the short term, improving the de- XP: Dive Right In. The Water’s Fine! chaos; but it can be constructive chaos. sign of the system. What You Get: Everyone is learning new techniques One of the • Fewer defects every day and those techniques interact challenges of man- • More predictability in unpredictable ways. Some days work aging the cannon- • Greater flexibility smoothly. Others days are akin to driving ball is that groups • Closer conformance between delivered features in bumper-to-bumper traffic. After a sharp and actual needs outside the team • Shorter lead time for new features learning curve, things settle into a much quickly feel the more highly interactive and refined team ripples (or in some How It Works: that is able to leap small buildings in a cases, waves) from • There are weekly milestone releases, each of single bound. They produce more, make the team’s changes. which is technically ready to deploy. fewer mistakes, and have confidence in All of a sudden, • Programmers, testers, and business experts write their ability to handle challenges. automated tests that are exercised continuously. the team will ask • The whole team sits together in an open work- The cannonball is attractive when for communication space. you want a fresh start and there won’t be sooner and more • Project information is up-to-date and prominently any catastrophic effects from the ensu- directly than they displayed. ing chaos. If you are beginning a release used to. They will that’s scheduled to take nine months, for likely break exist- What’s Hard: ing power chains, • The radical departure from the way some histori- instance, a cannonball might be a good cally have developed software choice. Conversely, it is not a good choice skipping across the • The creative management necessary for large proj- if you have just two weeks left before organizational chart ects requiring more people than fit comfortably in deployment. to find the informa- one room Amplified positive interactions tion they need to • Taking active responsibility for your work between practices, quick turnaround, and succeed. Whether 12 AgileDevelopment | Spring 2006
- 13. XP’s Safe Starts see improvement and form new habits. rapid change, but they have the support of Executive support for the change is es- someone who has been there before and • Whole Team—the team includes people with all the skills and con- sential for breaking organizational log who has the experience to eliminate some nections it needs to succeed. jams. Otherwise you’ll have a frustrated of the pain and accelerate the learning. • Sit Together—the team sits within team unable to grow because they can’t The racing dive is a good choice for eye contact of each other. get the help they need. teams who want quick results but can’t af- • Pair Programming—two people A limitation of learning XP on your ford as much floundering and chaos as the share programming conversations. own is that teams sometimes can’t imag- cannonballers. It is also a good choice for • Informative Workspace—plaster the walls with up-to-date informa- ine how far they can take XP principles teams who want the effects of XP but don’t tion about the project. and practices. I have pair programmed have the courage or persistence to make • Weekly Planning—choose func- with self-taught XPers for whom test-first and sustain change on their own. tionality to implement each week. programming and refactoring were a The main difficulty for the racing • Quarterly Planning—set quarterly revelation. They didn’t realize just how dive is finding a compatible coach. Good themes to be addressed by the tiny the steps could be, how many tests coaches can be hard to find. You need to weekly iterations. could profitably be written, and how find someone you are willing to work with • Slack—include some optional items in any schedule. often they could be run. and whose advice you trust. The biggest • Test-first Programming—code by Teams that do cannonball success- downside I have seen to engaging a coach writing a failing test, then making fully have a sense of pride and confi- is the tendency to fall back on old author- the system satisfy the test. dence in their accomplishments and ity patterns, treating the coach as “the ex- • Incremental Design—invest in flexibility. They know they can adapt to pert.” It is all too easy for a team to give up the design only what is needed to whatever circumstances they encounter. responsibility for their work to the coach. comfortably support today’s sto- ries. Racing Dive Finding Your Style • Stories—plan and track in incre- Teams that want quick results and Each of these strategies has its place. ments of business functionality. • Ten-minute Build—automatically are willing to trust outsiders often turn Since people have very different appetites build and test as much of the sys- to XP coaches to learn a new style of for change; a team may not even agree on tem as you can in ten minutes. working without the chaotic splash. A which strategy they are using—after all, • Continuous Integration—inte- good coach can smooth out the rough one man’s toe dip is another man’s cannon- grate your changes with the shared edges of your team’s entry and save you ball. Here are some questions to help you code every couple of hours at some of the pain of learning. By “diving find a style and pace of change that will most. in” with professional support, teams that meet your needs. Taking the time to think • Energized Work—work and live so you can bring energy to your work. use a professional coach still experience about and discuss these issues will smooth 13 AgileDevelopment | Spring 2006
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- 15. your transition. related to that change. It takes awareness had little motivation to change their style • How quickly do you need results? and persistence to stick with a change and of work until the programmers had demon- • How dramatic do they need to be? follow through on its consequences in the strated improvement. Programmers had to • What is the budget for outside help? face of pressure from those around you to get started with the parts of XP that were make their lives “easier” by changing back. purely technical: test-first programming, An antidote to chang- pair programming, continuous integration, ing back is being account- incremental design. If you are a program- Flotation Devices able to a supportive com- mer wanting No matter where you start, these devices will Lane Markers munity. If the whole team support for help you make the change to XP successfully. Guiding principles to decides that they are going changing 1. Read XP Explained, 2nd Edition. This will keep your project glid- to integrate their changes your style of give you a shared vocabulary for the tech- ing along: every hour, and how often work, show • Human speed—peo- niques you are about to try. 2. Share what you have learned with others. people integrate is public why the ple can only change Change happens best with the support of a knowledge, it’s much easier change is so fast. When that like-minded community. to keep integrating often good both for speed is exceeded, 3. Make a public commitment to change. Call- even if it feels uncomfort- you and for they revert. ing your shot in public is a great motivator to able or seems inconvenient. those from • Self-interest—peo- stick with it when it gets hard. Even if you are the only one whom you ple need to see why 4. Make a plan for your changes. XP-style making a change, you will want support. the changes are in planning is a good way to prioritize when find it easier if you partici- Share the their best interest. you have many changes to make all at once. pate in an online commu- benefits you • Grow or die— Start with the area you can best leverage. nity or attend your local know about change must spread through an organiza- area user’s group meeting. and what you tion. If not, those In time, rhythm replaces have learned • How strong are the relationships both who have changed strength. from others. within the team and also between the will be forced to team and the rest of the organization? Where you need to go to get support Get a com- recant or leave. will be very different depending on your mitment for • Safety—people need Regardless of the style you choose, position in the organization and where the a trial. When to feel safe. They once you make a change, beware of the impetus for change began. In the early days you have tried need organizational pressure to change back. When you make of XP, almost all those wanting to apply it the change, support through both a change, it puts a strain on surround- were programmers out to improve their report back to the hiccups and the ing people, resources, and organizations successes. own work. Project managers and customers your support- 1 AgileDevelopment | Spring 2006
- 16. ers about how it went and what you would of them reminds you of times you’ve been Software development has just begun to like to do next. especially effective at software develop- create value in business. These improve- Increasingly, it is the business spon- ment, embrace it. Try it out yourself. Find ments are available to you as soon as you sors who are asking for XP because they a buddy to try it with. Convince the team begin applying XP. want to be able to see clearly into their to try it early. The result will be a change projects, to detect problems early, and to process that intentionally meets your AUTHOR BIOS: Kent Beck has programmed for be able to manage the scope of the system needs, instead of one driven solely by other thirty years. He lives in rural southern Oregon as it evolves. For customers, the first prac- people’s agendas. with his wife (and co-author) Cynthia Andres, tices to implement might be those related Whatever your circumstances— four of their five children, and a variable num- to planning: weekly and quarterly planning, whether you go in fast or slow, whether ber of domestic fowl. stories, and slack. To improve on-time deliv- you make a big splash or just a few ripples, Cynthia Andres has spent twenty years eries, the technical people on the team will whether you have help or not—XP has observing the evolution of programming need to begin applying the technical prac- something to offer you. Now is the time to culture. She works as a change facilitator. tices, but establishing a shared understand- get started. Find a style of improvement She is co-author of Extreme Programming ing of the evolving scope of the system can that suits you and begin the process today. Explained: Embrace Change 2nd edition. be a big step toward working together. Some people are in the position of being forced to apply XP. If this describes you, you’ll need to decide how you are going to treat XP. You can resist or you can make XP your own. Here is the case for try- InsideAgile ™ Immersive Training Project Delivery ing XP when your instincts compel you to resist. One of the principles in XP is mutual “XP is more craft than science; it is only truly benefit. As Gandhi said, “Only that solution learned by experience.” Brian Robertson is just that is in the best interest of all par- Work hand-in-hand with our Agile experts to ties.” Changing to XP will likely be uncom- deliver your high priority project. Avoid the pitfalls. Experience an environment where fortable at times, but it should serve your Agile thrives. Visit www.InsideAgile.com interests as well as those of the team and the whole organization. Take advantage of the opportunity to use XP to improve your own work and practice. Take a look at the practices listed in “XP’s Safe Starts.” If one The best way to learn Agile is to live it! 16 AgileDevelopment | Spring 2006
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