Why is agile so hard
- 1. Why is “Agile” so hard? Richard Allen rich@leavewizard.com @rich_allen
- 2. www.leavewizard.com WhiteWizard User Group Founder Father Software Developer Richard Allen rich@leavewizard.com @rich_allen Who am I? www.devsouthcoast.com
- 3. Who here is Agile?
- 5. Ideally we want this... I KNOW AGILE! SHOW ME!
- 6. The reality is more like this...
- 7. Why is it so hard?
- 8. Henrik Kniberg 8 Agile Manifesto www.agilemanifesto.org 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.
- 9. Principles behind the Agile Manifesto • 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.
- 10. Agile = Iterative + Incremental Henrik Kniberg Don’t try to get it all right from the beginning Don’t build it all at once cost value cost value
- 11. Henrik Kniberg 1 1 2 3 2 5 Not like this.... Like this! 43 4
- 13. Henrik Kniberg
- 14. Decide what you want to achieve Go! Notice what’s getting in the way Remove the biggest impediment Henrik Kniberg Pattern for continuous improvement The biggest challenge: • Change is hard. • And it rarely sticks.
- 15. Why is change hard? COMFORT STRETCH PANIC
- 16. Key elements of change Henrik Kniberg MOTIVE Why do we want to be there? PROGRESS METER How will we know if we are moving in the right direction? NEXT STEP What is the next step towards this destination? CURRENT LOCATION Where are we right now? DESTINATION What is the destination?
- 17. Causes of resistance Henrik Kniberg MOTIVE Don’t want to be there PROGRESS METER Don’t see that we are making progress NEXT STEP Don’t see any path DESTINATION Don’t understand the destinationCURRENT SITUATION Don’t see the current situation
- 18. Patience! Things usually get worse before they get better Henrik Kniberg Performance Time Current performanc e New performanc e Anticipated path Actual path ”chaos” The middle looks like failure! (Satir change model)
- 19. Incremental improvement => dilute the pain => less resistance => change becomes a habit, not a one-off project Henrik Kniberg Performance Time
- 20. Communicate, Learn, Improve! Henrik Kniberg What happened ? Who’s fault was it? What did we learn? What will we change?
- 21. • Change starts with You • Don’t change other people, motivate them to change themselves – Give them a reason to change (visualization) – Show them a way to change. (Small, clear steps) – Give them support, encouragement, and feedback Henrik Kniberg 21 DESTINATION What is the destination? MOTIVATION Why do we want to go there? PROGRESS METER How will we know if we are moving in the right direction? CURRENT SITUATION Where are we right now? NEXT STEP What is the next step towards this destination?
- 22. The price of agile (there is no such thing as a free lunch....) • Infrastructure Investments (release automation, test automation, etc) • Reorganization (new roles, cross-functional teams, etc) • New skills (Vertical story-slicing, retrospectives, agile architecture, etc) • New habits (Frequent customer interaction, frequent release, less specialization) • Transparancy pain (problems and uncertainty painfully visible rather than hidden) Henrik Kniberg Avoid Big-Bang transformation! Do it gradually.
- 23. Agile is a direction, not a place Henrik Kniberg The important thing is not your process. The important thing is your process for improving your process • Work in small, cross-functional, self-organizing teams • Release often & get real user feedback • Focus on Value rather than Output/Cost • Experiment a lot with product & process
- 24. Many thanks to Henrik Kniberg for the slides! http://blog.crisp.se/author/henrikkniberg