kruchten 130320 post agile handout - philippe kruchten · title: kruchten 130320 post agile...

"agile"? March 2013

Ph. Kruchten 1

What the heck is this thing they call “agile”?

Philippe Kruchten

UBC, March 20, 2013

Philippe Kruchten, Ph.D., P.Eng., CSDP

Professor of So)ware Engineering NSERC Chair in Design Engineering Department of Electrical and Computer Engineering

University of BriJsh Columbia Vancouver, BC Canada [email protected]

Founder and president Kruchten Engineering Services Ltd Vancouver, BC Canada [email protected]

3 Copyright © 2005-‐13 by Philippe Kruchten

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Ph. Kruchten 2

SoRware development 1990

Copyright © 2005-‐13 by Philippe Kruchten 4

Agile Reviews

Agile Architecture

Agile Deployment

Agile MarkeJng

Agile Programming Agile Lifecycle

Agile Process

Agile TesJng

Agile Design

Agile Analysis

Agile Database

Agile Modeling

Feb. 2013

SoRware development 2013


Agile Reviews

Agile Architecture

Agile Deployment

Agile MarkeJng


Agile Process

Agile TesJng

Agile Design

Agile Analysis

Agile Database

Agile Modeling

Feb. 2013

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Agile has won the war

Feb. 2013 Copyright © 2005-‐13 by Philippe Kruchten 7

Agile has won the war

•  Really?

•  What war? •  What has changed? •  And what is agile or Agile, anyway?


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From Trust to Distrust

•  A short history of soRware development


Four stages of power in IT projects

•  Dark age (1960 – late 70s) •  Tokenism (1970s – •  Payback (1990s – •  Partnership (2000 –


Source: Rob Thomseb 2002, 2007

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1. Dark age

•  1960 – late 70s •  “Engineered” projects •  “Trust us, we know what is good for you”


2. Tokenism •  1970s – … •  Redevelopment of original systems

•  DeregulaJon •  CompeJJveness •  More disciplined approaches •  Control of cost, quality, Jme •  Outsourcing starts

•  The techies have the lead


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3. Payback Jme

•  1990 -‐ … •  Pendulum swings back to the business side

•  ROI •  Business re-‐engineering •  Porfolio management

•  Outsourcing as payback?


The DestrucJon of Trust

•  These first 3 stages achieved a destrucJon of trust among the various players.


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4. Partnership

•  2000 – •  Open negoJaJon •  Joint planning sessions •  Interdisciplinary project teams •  Broader range of experJse and educaJon of individuals

•  Agile and lean approaches


Tokenism Partnership

Engineered Traditional project management

Payback


Business control

Project con

trol

Thomseb 2002, 2007 Feb. 2013

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The Raise of the PrescripJve Process

•  IPO (Input Process Output)

•  CMMI


Level 1: Initial

Level 2: Repeatable

Level 3: Defined

Level 4: Managed

Level 5: Optimizing

… and more

•  ISO 9000-‐3 •  SoRware process improvement •  Six Sigma (applied to soRware)

•  IEEE Standard –  IEEE adopts the PMBOK as its soRware preojct management framework


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•  “Most companies build their bureaucraJc rules to manage the small percentage of wrong people on the bus, which in turn drive away the right people on the bus, which then increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away and so forth.”

Jim Collins, Good to Great (2001)

Feb. 2013

The nature of soRware

1.  No fundamental laws of soRware –  Cannot validate soRware on blueprints –  Need to build and test

2.  Extreme modifiability –  End-‐user & customer want to exploit this –  Constant changes

3.  No manufacturing costs, no border –  All costs are in design, no economy of scale

4.  Technology churn Feb. 2013 Copyright © 2005-‐13 by Philippe Kruchten 21

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Consequences

•  A creaJve acJvity, not a construcJon acJvity •  A knowledge-‐intensive acJvity •  High level of risks and uncertainty •  High pace

•  Hard to cast in more tradiJonal manufacturing or even engineering processes

•  TradiJonal project management approach failed


Agile Manifesto (2001) We have come to value: •  Individuals and interacJons over process and tools,

•  Working soRware over comprehensive documents,

•  Customer collaboraJon over contract negoJaJon,

•  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 leR more


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Are you agile ? •  Yes! We follow agile method XXX and implement all its recommended pracJces.

•  Yes! Our process is strictly conformant to the agile manifesto.

•  Yes! We are agile because this is what we say we are.

•  Yes! We are not waterfall, therefore we are agile. QED.

•  Yes! We are chaordic, collaboraJve, and streamlined.

Copyright © 2005-‐13 by Philippe Kruchten 24 Feb. 2013

Who wants to not be agile?

•  Or an agile organizaJon ?? – And not just in an organizaJon “using agile”

•  Is there some metric, a unit of agility? A means to measure the level of agility?


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False Dichotomies: Agile versus X •  Agile versus Waterfall •  Agile versus Discipline ?!?! •  Agile versus Plan-‐driven ? •  Light-‐weight versus Heavy-‐weight ? •  Agility versus Architecture !?

•  More likely:

Adapta&on versus An&cipa&on

•  And this is a conJnuum, not a binary state Copyright © 2005-‐13 by Philippe Kruchten 26

Highsmith 2000

Feb. 2013

Agility defined… •  Jim Highsmith (2002):

– Agility is the ability to both create and respond to change in order to profit in a turbulent business environment.

•  Sanjiv AugusJne (2004): –  IteraJve and incremental –  Small release –  CollocaJon –  Release plan/ feature backlog –  IteraJon plan/task backlog


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Agile Methods •  XP = eXtreme Programming •  SCRUM •  AdapJve development

process •  Lean SoRware Development •  Crystal •  Feature Driven Development •  Agile Unified Process •  Scaled Agile Framework •  Disciplined Agile Delivery

K. Beck K. Schwaber, J. Sutherland J. Highsmith M. Poppendieck A. Cockburn S. Palmer S. Ambler D. Leffingwell S. Ambler


XP PracJces

29 Copyright © 2005-‐13 by Philippe Kruchten Feb. 2013

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Scrum


Lean Principles (for SoRware Development)

•  Eliminate waste •  Amplify learning •  Decide as late as possible •  Deliver as fast as possible •  Empower the team •  Build integrity in •  See the whole


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Different methods for different issues

Copyright © 2005-‐13 by Philippe Kruchten

XP prac<ces

Scrum management

Lean principles

32 Feb. 2013

SoRware development now:


Agile Reviews

Agile Architecture

Agile Deployment

Agile MarkeJng


Agile Process

Agile TesJng

Agile Design

Agile Analysis

Agile Database

Agile Modeling

Feb. 2013

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Agility as a Memeplex •  Meme: a replicaJng “chunk” of culture, a unit of informaJon residing in a brain, a unit of cultural transmission, a basic building block in cultural evoluJon.

•  Memeplex: meme complex -‐-‐ sets of memes that replicate beber as a group

•  Examples: –  the 50 or so memes that consJtute agile pracJces –  the 12 or so memes that consJtute XP


Meme PropagaJon •  If a meme can get itself successfully copied, it will.

•  EffecJve memes will be those that cause high fidelity, long lasJng memory. Susan Blackmore, 1999

•  When a populaJon of imitators start imitaJng one another, the emergent result is culture. R. Aunger, 2002

•  Memes (unlike genes) : –  Replicate imperfectly -‐> rapid driR –  No natural selecJon of the fibest


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DecontextualizaJon = cut out the relaJonships with it natural or original environment

•  Pabern: •  Experience a couple of success with a pracJce •  Describe it •  Simplify it (slogan, cute name) •  Pass it on, pass it on, (write a book), pass it on • Without the original context where it was successful

•  This lack of context hampers adaptaJon – AmplificaJon or dampening

M


Agilism, Bigotry, Act of Faith, …

•  “You’re not agile because you are not doing this or that”

•  Scrumbuts •  “This is so ‘waterfall’!” •  “Agile projects have 2 week iteraJons (if not, then they are not agile).”

•  “My agile is more agile than your agile…”


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Viruses of the Mind (1)

•  “The paJent typically finds himself impelled by some deep, inner convicJon that something is true, or right, or virtuous: a convicJon that doesn't seem to owe anything to evidence or reason, but which, nevertheless, he feels as totally compelling and convincing. We doctors refer to such a belief as ‘faith’.”

•  SoRware development is not natural science! Dawkins 1995


Viruses of the Mind (2)

•  “PaJents typically make a posiJve virtue of faith’s being strong and unshakable, in spite of not being based upon evidence. Indeed, they may feel that the less evidence there is, the more virtuous the belief.”

•  For many pracJces we have only sporadic evidence of effecJveness, or in a limited context.


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Viruses of the Mind (3) •  “The sufferer may find himself behaving intolerantly towards vectors of rival faiths, in extreme cases even killing them or advo-‐ caJng their deaths. He may be similarly violent in his disposiJon towards apostates (people who once held the faith but have renounced it); or towards hereJcs (people who espouse a different —oRen, perhaps significantly, only very slightly different—version of the faith). He may also feel hosJle towards other modes of thought that are potenJally inimical to his faith, such as the method of scienJfic reason which may funcJon rather like a piece of anJ-‐viral soRware.”


What does it mean to be agile?

•  The answer is oRen: “It depends…” … Depends on what? •  Your context…


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Context-‐driven School of TesJng

1.  The value of any pracJce depends on its context.

2.  There are good pracJces in context, but there are no best pracJces.

3.  People, working together, are the most important part of any project's context.

4.  Projects unfold over Jme in ways that are oRen not predictable.

5.  … See h8p://www.context-‐driven-‐tes&ng.com/


Agility does not come in a can. One size does not fit all. There are no five common steps to achievement …

Rick Dove, Response Ability (2001)


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Agile “sweet spot” •  7-‐15 people •  Collocated •  Dedicated •  Socio-‐technical system •  Defined system / soRware architecture

•  Low to medium safety •  Friendly management environment

•  New development Copyright © 2005-‐13 by Philippe Kruchten 46 Feb. 2013

Agility in Context

•  LocaJon, LocaJon, LocaJon

•  Context, Context, Context


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Frog: “All projects are the same”

TimeQualityRisk

Intent

TimeQualityRisk

Product

TimeQualityRisk

Work

TimeQualityRisk

People

Value Value

Cost Cost

Octopus: “All projects are different!”


Context

Size CriJcality

Business model

Stable architecture Team

distribuJon

Governance

Rate of change

Age of the

system

Feb. 2013

Domain, Industry

Corporate & Na&onal Culture

Organiza&onal Maturity

Degree of Innova&on

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Environment ° Context ° PracJce

Copyright © 2005-‐13 by Philippe Kruchten

Business domain Number of instances Maturity of organizaJon Level of innovaJon Culture

System size CriJcality System age Rate of change Business model Stable architecture Team distribuJon Governance

Good Prac&ces: •  Planning •  Rate of iteraJon •  Release early, oRen •  Backlog •  ConJnuous IntegraJon •  DocumentaJon •  Quality •  Risk Management •  Daily stand-‐up meeJng •  TDD •  Pair programming •  “Customer on site” •  AdaptaJon • … etc.

50 Feb. 2013

Daily Standup MeeJng

•  Daily •  Standup •  MeeJng


Context

Size

CriJcality

Business model

Stable architect

ure Team

distribuJon

Governance

Rate of change

Age of the

system

?

Feb. 2013

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Ganb chart

•  Bar chart to show progress relaJve to a WBS


Context

Size

CriJcality

Business model

Stable architect

ure Team distribuJ

on

Governance

Rate of change

Age of the system

Feb. 2013

Going outside of the “sweet spot”? •  7-‐15 people •  Collocated •  Dedicated •  Socio-‐technical system •  Defined system / soRware architecture

•  Low to medium safety •  Friendly management environment

•  New development Copyright © 2005-‐13 by Philippe Kruchten 54 Feb. 2013

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What is agility?

Agility is the ability of a an organiza&on to react and adapt to changes in its environment faster than the rate of these changes.

– With thanks to Steve Adolph


Agility Not defined as

… conformance to the Agile Manifesto … a rigid set of pracJces to follow … a defined set of roles … a branded method … the anJthesis of “waterfall”,… or old, or bad


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Key principles

•  Feedback loop -‐> –  reflect on business, requirements, risks, process, people, technology

•  CommunicaJon and collaboraJon -‐> – Building trust


An&cipa&on versus Adapta&on

•  Scheduling •  Architecture •  Minimizing cost •  Efficiency

•  Push

•  Time-‐boxing •  Emergence •  Maximizing value •  EffecJveness

•  Pull


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Kanban board



Value and Cost

TimeQualityRisk

Intent

TimeQualityRisk

Product

TimeQualityRisk

Work

TimeQualityRisk

People

Value Value

Cost Cost

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Agility as Culture?

Culture is a fuzzy set of a�tudes, beliefs, behavioural norms, and basic assumpJons and values that are shared by a group of people, and that influence each member’s behaviour and his/her interpretaJons of the ‘meaning’ of other people’s behaviour. Helen Spencer-‐Oatey (2000)


Culture

R. Thomse8 2007

Culture Beliefs, Norms

Values Reflect beliefs

Behaviours Reflect values


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Agility as Culture

Agility is a fuzzy set of a�tudes, beliefs, behavioural norms, and basic assumpJons and values that are shared by a group of people, and that influence each member’s behaviour and his/her interpretaJons of the ‘meaning’ of other people’s behaviour. Kruchten (2005)


So, agile…

… is a fuzzy concept … is not a panacea … is not working for everyone … is not new … is a passing fad Where do we go from here?


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I would claim that…

•  Agile pracJces are good in a specific context, to solve a specific problem.

•  AdopJng a pracJce without knowing this context, or what issues it solve is like voodoo, or cargo cult.

•  A branded method will rarely be the best answer.

•  We want to replace rhetoric by evidence.


Right pracJce, right Jme, right fit

•  Choose pracJces based upon project context, not for organizaJon or social reasons or pressure

•  Cultural fit is as important as technical fit


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Step by step:

•  What value do we deliver? •  What are the pain points (for us)? •  Which pracJces (agile or not) address our pain points?

•  Adopt one, assess its impact. •  Exploit synergy between mulJple pracJces •  Go slow •  Change is hard


Change is Hard

•  Change is oRen perceived as a threat •  Leads to “emoJonal resistance”, fear •  Needs to be overcome by a stronger emoJon: desire

•  But the iniJal changes beber be good, or they would condemn for a long Jme any future changes


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Key principles

•  Feedback loop -‐> –  reflect on business, requirements, risks, process, people, technology

•  CommunicaJon and collaboraJon -‐> – Building trust


Feedback Loop •  ORen: stop and think

–  Once per iteraJon at least –  Are we doing the right thing? –  Are we doing the thing right? –  Can we do beber? –  Use indicators:

•  Quality (defect analysis) •  Issues and risks ge�ng stale (open for long Jme) •  ProducJvity (velocity), Burn down chart •  Delays, pushing objecJves down the Jme line

•  Post-‐mortem, retrospecJve, debriefing –  capture lessons learned


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Summary

•  Nature of soRware •  Nature of soRware development •  Risks and uncertainty •  Context mabers, a lot •  AdaptaJon versus anJcipaJon •  Process: one size does not fit all •  Building trust •  Don’t do agile, be agile



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kruchten 130320 post agile handout - philippe kruchten · title: kruchten 130320 post agile...

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