tag:blogger.com,1999:blog-75638152609133590372024-03-12T21:22:24.753-07:00CoachingAgileTraining and coaching Agile teamsJan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.comBlogger40125tag:blogger.com,1999:blog-7563815260913359037.post-38886560974425266542013-08-09T09:16:00.001-07:002013-08-09T09:22:12.245-07:00A Heuristic for Task Work<style>
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<span style="font-size: small;">My rule of thumb for Task work – and one I highly recommend
Teams adopt as a part of their Team Working Agreement – is as follows: <i style="mso-bidi-font-style: normal;">Every Team Member’s name appears on one and
only one in-progress, unblocked Task at a time.</i></span></div>
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<span style="font-size: small;">This rule does not preclude</span><span style="font-size: x-small; mso-spacerun: yes;"> </span><span style="font-size: small;">multiple Team Members</span><span style="font-size: x-small; mso-spacerun: yes;"> </span><span style="font-size: small;">from
working</span><span style="font-size: x-small; mso-spacerun: yes;"> </span><span style="font-size: small;">on the same Task. It <i style="mso-bidi-font-style: normal;">does</i>
preclude any Team Member from signing up for or attempting to work on more than
one Task at time. And that’s the point. Single-item flow is the most effective,
most efficient way known to develop a product.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbT3RaXRebGOS3NOTbOBup2pQsSd-PyNyhM-poS2tf8gIexAiiF3PGUhSzfTYUyYEoFWAMqO8h-S_ydITNE2GSmW1kgIJVyj5RtZ2k8XwKdWnKNLrqe3rYSZ6smb0I7cTkiQlkxIhPXt8k/s1600/Task+Board.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="176" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbT3RaXRebGOS3NOTbOBup2pQsSd-PyNyhM-poS2tf8gIexAiiF3PGUhSzfTYUyYEoFWAMqO8h-S_ydITNE2GSmW1kgIJVyj5RtZ2k8XwKdWnKNLrqe3rYSZ6smb0I7cTkiQlkxIhPXt8k/s320/Task+Board.jpg" width="320" /></a></div>
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<span style="font-size: small;"><i>This example (partial) task board shows the task heuristic in operation</i></span></div>
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<span style="font-size: small;">The result of this simple rule is that no one is working on
more than one Task at once, meaning no one is attempting to engage in
multitasking. Another result of this simple rule is that Tasks not yet in
progress are available, by virtue of the fact that they live in the To Do
column on the Task Board, for any Team Member to work on, until one or more
Team Members sign up for the Task. This simple visual cue helps the Team see
what needs to be worked on and also helps drive cross-functional behavior on
the Team by making it physically possible for anyone to sign up for any
available Task.</span></div>
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<span style="font-size: small;">Excerpt from <i><a href="http://www.amazon.com/Agile-Team-Handbook-Jan-Beaver/dp/1483975231" target="_blank">The Agile Team Handbook</a>,</i> page 139.</span></div>
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<span style="font-size: small;"> All for now....</span></div>
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<span style="font-size: small;"> ..._._ </span></div>
Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-55133382795528760652012-07-09T09:52:00.012-07:002012-07-09T11:30:52.495-07:00The Complexity Trap, Part 2 - The Simplicity Solution<span style="font-style: italic;">I presented this topic at Mile High Agile 2012 under the title: Great Teams Keep It Simple.</span><br /><br />“Simplicity–the art of maximizing the amount of work not done–is essential.”<br /><br />– <a href="http://agilemanifesto.org/principles.html">Agile Manifesto Principles</a><br /><br />The <a href="http://coachingagile.blogspot.com/2012/06/complexity-trap-part-1.html">first part of this post</a> examined the complexity trap agile teams frequently fall into. Underlying complexity in team and work structures are reflected in equally complex artifacts that teams and leaders adopt in an effort to understand the problems they are encountering. Unfortunately, complex artifacts including backlogs, burndowns, and task boards, only serve to perpetuate or even enhance the underlying dysfunctions.<br /><br />The only effective way out of the complexity trap - in my experience - is to work deliberately to apply the Agile Manifesto Principle of simplicity quoted above. The use of simple artifacts provides feedback that allows teams, leaders, and organizations as a whole to identify complexity and address it appropriately.<br /><br />Here are a few questions to ponder:<br /><ul><li>How could the simplest thing that could possibly work be the best solution?</li><li>What should information radiators tell us?</li><li>Are we likely to finish everything we committed to this Sprint?</li><li>Which stories are at risk?</li><li>How much WIP (Work in Progress)?</li><li>What do we need to do today – as a team?</li><li>How many blockers are there?</li><li>How can I help?</li><li>How can simple tools foster and enhance teamwork?</li></ul>Let's look at some examples of simple artifacts that answer these and other vital questions.<br /><br /><span style="font-size:130%;">Single-dimensional Backlog</span><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhUMdTlGkOYRmRAon-HvV-P7-6HO5doSsOgtJNi_VuHE3J586O77z6g3xqpIhR1aiVzu993wGcW9rt-bBGVYCHXF4EUDwYpWj836s-7DMlZ7pq7iIWFy1SvolsSQgjXZc6D7P5M4FZBU-i2/s1600/Simple+Backlog.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 218px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhUMdTlGkOYRmRAon-HvV-P7-6HO5doSsOgtJNi_VuHE3J586O77z6g3xqpIhR1aiVzu993wGcW9rt-bBGVYCHXF4EUDwYpWj836s-7DMlZ7pq7iIWFy1SvolsSQgjXZc6D7P5M4FZBU-i2/s320/Simple+Backlog.jpg" alt="" id="BLOGGER_PHOTO_ID_5763217729593119010" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />This backlog is a single-dimensional, force-ranked list of all the items you have thought of for the product, but are not yet being developed. If you are practicing Scrum, the Product Owner sets the order of the items, whether User Stories or whatever. There can only ever be one item at the top, one item in the second slot, and so forth all the way down. In keeping with the backlog iceberg metaphor, items are more detailed at the top, less detailed as one descends through the list. When continuously groomed, a simple backlog like this ensures that the most valuable, important items are always available for a team to pull in and work on at any given time.<br /><br /><span style="font-size:130%;">Minimalist Task Board</span><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhHUuyZcRGA-X6bYr8c7xa-W0nez_N-TOAh1XRicmXI8FtJjK5dtrxGHxwMbdatN2dPttsRm3T7WBXYvCF6KgjMIYNJHvBaZNdZXgEJO3F4d0FhdXO1UcQ9C3F3wih3gSrbH5gFiM7alj5-/s1600/Simple+Task+Board.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 176px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhHUuyZcRGA-X6bYr8c7xa-W0nez_N-TOAh1XRicmXI8FtJjK5dtrxGHxwMbdatN2dPttsRm3T7WBXYvCF6KgjMIYNJHvBaZNdZXgEJO3F4d0FhdXO1UcQ9C3F3wih3gSrbH5gFiM7alj5-/s320/Simple+Task+Board.jpg" alt="" id="BLOGGER_PHOTO_ID_5763223768220642194" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />In contrast to the complex, multi-state task board depicted in Part 1 of this post, this task board is the model of simplicity. It contains a column for planned User Stories. It contains a column for planned tasks as they are currently understood. It contains a column for tasks in progress. Anything in these three columns comes under the heading of "not done" - either planned or in progress, with both of these categories clearly and instantly visible, but equally clearly <span style="font-weight: bold; font-style: italic;">not done.</span> The fourth column holds tasks in a new state - done. The fifth and final column is for accepted User Stories, that is, stories whose Acceptance Criteria are satisfied - these stories are <span style="font-weight: bold; font-style: italic;">done.</span><br /><br />Notice what's going on here. First there are really only two states reflected on this task board for any work item: <span style="font-weight: bold; font-style: italic;">not done</span> and <span style="font-weight: bold; font-style: italic;">done.</span> There are containers for planned work, mostly so that the team doesn't forget the results of conversations held during planning. Tasks in progress are instantly visible. Since work in progress (WIP) is by definition waste, this task board helps everyone focus on limiting WIP. Completed tasks move to the Done column - these tasks meet the team's <span style="font-style: italic;">definition of done</span> and should not need to be revisited unless something out of the ordinary occurs. And finally, stories whose Acceptance Criteria the team has met - and in the Scrum world that the Product Owner has accepted - move to the Story Accepted column. These stories are done, finished, ready for customer/stakeholder review.<br /><br />A minimalist task board like this one focuses the team on teamwork instead of individual work. Stories belong to no one team member, but to the team as a whole. Individuals, pairs, or groups may (and should) sign up for tasks, but the focus remains on pushing stories across the board, from top to bottom. The tasks take their proper place as a means to an end, and a highly malleable, flexible means at that.<br /><br />A few additional rules that I recommend for using a minimalist task board effectively:<br /><ul><li>Each team member's name appears on only one unblocked task in the In Progress column at a time. This rule does wonders for WIP and also helps the team focus on team goals rather than individual preferences or expertise.</li><li>Work the stories from top to bottom - tasks deliver no value, stories do, so focus on stories regardless of individual task preference or expertise. Every team member does whatever it takes to help the team achieve its goal.</li><li>The team's definition of done must extend as close to "potentially shippable" as possible. Using a simple task board with the binary "not done-done" dichotomy of states pushes teams in this direction.</li></ul> <span style="font-size:130%;">Simple, Effective Burndowns</span><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5f3LbMCOkkbZyDIW9dl52nsSpYtWFMrjChk-BqiXxmi6BwHVi5ivxRxXXJjl7Lg7h6BwiDd6pFT36sFvC4DQ6BFQ-9_JI96Gn_1xYGJJrdsdgVRicqOv-RxcOcto0xiW-Me7hHf7dhkJT/s1600/Simple+Task+Burndown.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 196px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5f3LbMCOkkbZyDIW9dl52nsSpYtWFMrjChk-BqiXxmi6BwHVi5ivxRxXXJjl7Lg7h6BwiDd6pFT36sFvC4DQ6BFQ-9_JI96Gn_1xYGJJrdsdgVRicqOv-RxcOcto0xiW-Me7hHf7dhkJT/s320/Simple+Task+Burndown.jpg" alt="" id="BLOGGER_PHOTO_ID_5763231978989243282" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Burndown charts are somewhat controversial these days, but I still like them, especially for new or struggling agile teams. As with most other practitioners, I don't like task-hour burndowns for a whole variety of reasons that I won't go into here. Again, new or struggling agile teams - in my experience - need to break out the relevant tasks to deliver stories effectively. The tasks themselves aren't the key - the whole-team engagement and discussion is the vital aspect here. Whole-team ownership of every aspect of every story is what we're getting at and tasks are a good lever.<br /><br />Back to the burndown, we could simply burn down the raw number of tasks. I'm fine with that if the team is able to break tasks down into roughly equal chunks. Most new or struggling agile teams lack the experience needed to achieve this goal. Moreover, unless team members estimate the tasks, they don't really even know how big the tasks are. So here's a simple rule I generally recommend teams adopt: Estimate tasks in half-day/day increments. Any task larger than a day is on the block to be chopped down to size. It's just another feedback loop I want teams to build into their work. It takes tremendous discipline to keep tasks small. Estimates provide feedback on task size, which empowers the team to take appropriate action when things get out of whack.<br /><br />Now that you have tasks estimated in half-day/day sizes, simply burn down the total number of half-day increments: a half-day task counts 1, a full-day task counts 2. Add them up, plot a point, and you're done! And don't worry about precision. Half-day and day gradations are plenty good enough. Breaking tasks down further than this level of granularity is an exercise in false precision and begins to engage optimism bias. Think about it this way: over the course of a year and thousands of tasks, the estimates normalize around the median, which is all one can ask of an estimate.<br /><br />Half-day/day task sizes also foster meaningful conversation and collaboration in the Daily Scrum (stand-up, or whatever you are calling it). Everyone can always talk about at least one task <span style="font-weight: bold; font-style: italic;">completed</span> since the last meeting if tasks don't exceed one day in duration.<br /><br /><span style="font-weight: bold;">Story Point Burndown</span><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYgB-_I5_XPY3YuXXelhdysCVNzJbzQmj6Tt8EEpv-dm77qHUYxJ-n34VKXllNmNH2bOzCcK55Je8x3oxP4OEnFv1569NQCMEFPN3oaCNOPEtWtOftdq-sWhN7PNPKR6yO2i5YC9HFRRu0/s1600/Story+Point+Burndown.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 190px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYgB-_I5_XPY3YuXXelhdysCVNzJbzQmj6Tt8EEpv-dm77qHUYxJ-n34VKXllNmNH2bOzCcK55Je8x3oxP4OEnFv1569NQCMEFPN3oaCNOPEtWtOftdq-sWhN7PNPKR6yO2i5YC9HFRRu0/s320/Story+Point+Burndown.jpg" alt="" id="BLOGGER_PHOTO_ID_5763232900882039346" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Stories deliver value. We want to know how we're doing on that. So burn down Story Points to reflect and radiate value delivered as the team delivers <span style="font-weight: bold; font-style: italic;">accepted</span> stories. Enough said.<br /><br /><span style="font-size:130%;">Team Working Agreements</span><br />Finally, team agreements foster team growth and strength. Remember that these are team agreements, not exhortations posted by management! When coaching agile teams, I suggest agreements that I think would be helpful, but no one can force a team to adopt a team working agreement - it must be a consensus team commitment. Here are a few examples:<br /><ul><li>We agree to pair-program at least two hours during each day of every Sprint.</li><li>We agree that each of us will work on at least one task per Sprint, either paired or individually, that is outside our area of specialist knowledge.</li><li>We agree that collaboration and collective, consensus-based decisions always produce better results than individual, even expert, opinion.</li></ul>Post the full set of team working agreements in the team room for all to see. Reflect upon the team agreements regularly and update the list as conditions change.<br /><br />I hope you've found this a thought-provoking and useful discussion on the merits of simplicity and simple solutions. In our hyper-complex world, we tend to disregard simplicity as being simplistic. Nothing could be further from the truth. When you encounter a complex problem, reflect on the Agile Manifesto Principle that started this post and look for a simple solution!<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-46668044903640840022012-06-25T13:01:00.023-07:002012-06-26T15:11:20.772-07:00The Complexity Trap, Part 1<span style="font-style: italic;">I presented this topic at Mile High Agile 2012 under the title: Great Teams Keep It Simple.</span><br /><br />“Simplicity–the art of maximizing the amount of work not done–is essential.”<br /><br />– <a href="http://agilemanifesto.org/principles.html">Agile Manifesto Principles</a><br /><br />Agile teams and leaders tend to think of this principle in terms of reducing the complexity of the product being developed, from UI/UX flows to the back-end code. There is another area in which it is vital to focus on simplicity, however: the way we use various agile artifacts. Areas of complexity include:<br /><ul><li>Backlogs</li><li>Task boards</li><li>Burndowns</li><li>Individual “Velocities”</li><li>Utilization tracking/measurement</li></ul><span style="font-size:130%;">Backlogs</span><br />The most obvious way backlogs become complex is when they contain too many detailed stories. I have seen backlogs that contained thousands and tens-of-thousands of stories. Such backlogs are unworkable, unmanageable, and wasteful.<br /><br /><div style="text-align: left;">Another, less obvious but more insidious way backlogs become complex is when they are sliced along functional layers, rather than across those layers. Like a cake made of wood, stories written within functional layers make the Product Backlog rigid and impenetrable. Functionally layered backlogs are rife with irreconcilable dependencies and integration nightmares.<br /></div><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjiKLH_mjqgyzqUegtVwTNTnHvISRx46JAhF95vPjaM9Ftd5AwbeAWk49dg8fh7I58BUHiFVsvg2oO37kIBJp8hxL-WjEaOouWvg5Y1ql5DNJ2roFarBRiGyE1QaFaO6phr4JaFEzfKyy0P/s1600/Woodcake.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 202px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjiKLH_mjqgyzqUegtVwTNTnHvISRx46JAhF95vPjaM9Ftd5AwbeAWk49dg8fh7I58BUHiFVsvg2oO37kIBJp8hxL-WjEaOouWvg5Y1ql5DNJ2roFarBRiGyE1QaFaO6phr4JaFEzfKyy0P/s320/Woodcake.jpg" alt="" id="BLOGGER_PHOTO_ID_5758460732955640850" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><span style="font-size:130%;">Ta</span><span style="font-size:130%;">sk Boards</span><br />Task boards generally become complex in two dimensions: work states and team assignment. In the former case, the task board develops many columns, each depicting an intermediate state of doneness for tasks or even stories. In the latter case, the task board gets cut into sections, one for each team member, with tasks and even stories falling into individual team-member domains, often during Sprint Planning. In extreme cases, I've seen both of these dimensions of complexity expressed on the same task board.<br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrSGj_5MGf5nMxwjDrsdBBdH_cNVJqAhXo6OHmW67YdoWVR13MiDGNBh34b9xO78b-e1fRfOclSrmzZNaBzoLjYhlhI1G7FTOibMEmWfWx0ZQ9RiK1GVuKTbi-i-ceXCLfUyWAFw87CNe9/s1600/Complex+Task+Board01.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 173px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrSGj_5MGf5nMxwjDrsdBBdH_cNVJqAhXo6OHmW67YdoWVR13MiDGNBh34b9xO78b-e1fRfOclSrmzZNaBzoLjYhlhI1G7FTOibMEmWfWx0ZQ9RiK1GVuKTbi-i-ceXCLfUyWAFw87CNe9/s320/Complex+Task+Board01.jpg" alt="" id="BLOGGER_PHOTO_ID_5758461601882581042" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />The usual result of complex task boards is unfinished work at the end of the Sprint, as depicted below:<br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvJ6rjlT4mR77_yUPLgrWW78nwhsDnDQnE799Mf_YuuMYNVcyu13PA7xBUGLbWkQYNgepNlvYtYPuWPOEtDR8yP4ieKZIz0hVXfInWODSWGc3lYsKz6c40R_adwx7McszjtsG8Vv_C-1Kq/s1600/Complex+Task+Board02.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 174px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvJ6rjlT4mR77_yUPLgrWW78nwhsDnDQnE799Mf_YuuMYNVcyu13PA7xBUGLbWkQYNgepNlvYtYPuWPOEtDR8yP4ieKZIz0hVXfInWODSWGc3lYsKz6c40R_adwx7McszjtsG8Vv_C-1Kq/s320/Complex+Task+Board02.jpg" alt="" id="BLOGGER_PHOTO_ID_5758462341247421730" border="0" /></a><br /><br /><span style="font-size:130%;"><br /><br /><br /><br /><br /><br /><br /><br />Sprint Burndowns</span><br />The Sprint Burndown is an element of transparency, showing the inner workings of the Sprint for all the world to see - and for the team to use as an input to daily decisions. Sprint Burndowns also frequently become so complex that they are essentially unreadable, as in the example that follows, which tracks, among other things, actual hours expended, an inherently damaging metric.<br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7MD9jf89r3fO9_4Jf6vFhxpmme0d4Iqet29pQ2ACDtkVj-3to5eu5Vr1Yj-LAMskh1r6YK4Z1NehfcmIsfb0o5SdkYjmWX9Jzrn1M8ufOExF1HOaE4PfBaEVF861QNd7ap1WjlEda6j6U/s1600/Complex+Burndown.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 192px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7MD9jf89r3fO9_4Jf6vFhxpmme0d4Iqet29pQ2ACDtkVj-3to5eu5Vr1Yj-LAMskh1r6YK4Z1NehfcmIsfb0o5SdkYjmWX9Jzrn1M8ufOExF1HOaE4PfBaEVF861QNd7ap1WjlEda6j6U/s320/Complex+Burndown.jpg" alt="" id="BLOGGER_PHOTO_ID_5758463146057496930" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><span style="font-size:130%;">Tracking Individual Velocities</span><br />One of the most insidious artifacts I've seen in use is the tracking of individual "velocities" within a team, the implication being that stories are written in such a way that only one person works on any given story. The damage this type of metric inflicts on a team is incredible and often difficult or even impossible to repair.<br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCd7YG4yBWWdsx3hyphenhyphenlt_WiWvm6spUx_nXKcVZAPfncg2NChIuTLn41bK5SUYE5zAJD5bK4KsQb8tqNvAEhB69g27cc7TluiW4Vof93rwzRMmeS15t2FkYrkkBeiZssMSlKO0dOumDah3ph/s1600/Individual+Velocities.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 181px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCd7YG4yBWWdsx3hyphenhyphenlt_WiWvm6spUx_nXKcVZAPfncg2NChIuTLn41bK5SUYE5zAJD5bK4KsQb8tqNvAEhB69g27cc7TluiW4Vof93rwzRMmeS15t2FkYrkkBeiZssMSlKO0dOumDah3ph/s320/Individual+Velocities.jpg" alt="" id="BLOGGER_PHOTO_ID_5758463694795209122" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><span style="font-size:130%;"><br />Symptoms of Complexity</span><br />Some of the symptoms of complex work structures, as indicated by complex artifacts include:<br /><ul><li>People with nothing to do the last couple of days of each Sprint – usually “developers”</li><li>People with nothing to do <span style="font-weight: bold; font-style: italic;">until</span> the last couple of days of each Sprint – usually “testers”</li><li>Gold-plated code</li><li>Poor quality code</li><li>Unfinished work most Sprints</li><li>“We’ll test later”</li><li>Internal team stovepipes that require hand offs</li><li>Morale and motivation problems</li><li>Lack of Teamwork</li></ul>Complexity in agile artifacts creeps in, uninvited or intentionally, for a variety of reasons.<br /><ul><li>Lack of team cross-functionality</li><li>Lack of a dedicated team – resource pooling and matrixing people across teams<br /></li><li>Artifacts of thinking – habit</li><li>Fear</li><li>Lack of trust, both within the team and between the team and the broader organization<br /></li></ul>I often find that complexity results from teams' and organizations' attempts to find ways to adapt agile to their existing project management and organizational assumptions. Agile is all about changing the way people and organizations work, to move beyond organizational structures and assumptions that arose to serve a different purpose and way of working. Clinging those structures and assumptions, long after they have ceased to be effective, is a major impediment to improvement at every level, from individual teams to the organization as a whole.<br /><br />Next time, let's look at the opposite of complexity - simplicity - and apply the Agile Manifesto principle that started us off in practice.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-34142094899385368112012-02-22T15:03:00.012-08:002012-03-31T08:35:05.759-07:00Visualizing Cross-functionality with a Team SpectrographCross-functionality is a key characteristic of agile teams. The benefits of cross-functionality are well-known, so I won't go into that here. But how can you tell if your team is cross-functional? How can you help your team become more cross-functional? How can you tell if you're making progress? All good questions. Fortunately, there is an answer.<br /><br />Cross-functionality within a team doesn't just happen, it has to be deliberately and thoughtfully nurtured. So let's live the principle of Transparency and make it visible! A tool that I have found highly effective is the Team Spectrograph. A spectrograph plots amplitude against a segment of the radio-frequency spectrum. We can do the same thing with team skills, that is, plot the skill levels team members possess (the amplitude) across the spectrum of skill sets the team needs to have.<br /><br />Here's how it works. On a white board or tear sheet, draw a standard x-y graph. On the x-axis, list the skill sets the team needs in order to deliver the work it is being asked to do, each skill representing a tic mark along the x-axis. On the y-axis, draw evenly spaced tic marks from 1 to 10, with zero represented by the baseline of the graph. Then, have each team member self-assess his or her skill level on that one-to-ten scale across all of the skill sets depicted. Have each team member use a different color marker and voila! - you have a team spectrograph that captures your team's cross-functionality as of that moment in time.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjts8Jt7JK0mpNGRLpGiyYMEqAzZDgnfGAeUt0Wm1-mw6PMuyCmNQ90Hlde5vLmjKlwIJdiywpYNakqWSAWjQJ0g3qeqLJ8h4xE4qszGkrin8IjDuEPpCUjLYA31g42EdqlS_3AMM82B2OJ/s1600/Team+Spectrograph+Silos.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 246px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjts8Jt7JK0mpNGRLpGiyYMEqAzZDgnfGAeUt0Wm1-mw6PMuyCmNQ90Hlde5vLmjKlwIJdiywpYNakqWSAWjQJ0g3qeqLJ8h4xE4qszGkrin8IjDuEPpCUjLYA31g42EdqlS_3AMM82B2OJ/s320/Team+Spectrograph+Silos.jpg" alt="" id="BLOGGER_PHOTO_ID_5713548033519125714" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><div style="text-align: left;"><br />The example above depicts a team that is well-balanced across the needed skill sets, but lacks cross-functionality. The independent, non-overlapping peaks represent skill silos within the team.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEbU_qiXJTVrq-oji2GHFcyp1y9hHenThfCr1b7FvmQ664ydl3Zu8UB63FWMRnE79jWkraHWzDybsa8oD5igqARcsOdAM9W414BO-kWssKlgxrPdg_0KmbYtilEsOWAa_B_ssrRfTDZs3n/s1600/Team+Spectrograph+No+Docs.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 250px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEbU_qiXJTVrq-oji2GHFcyp1y9hHenThfCr1b7FvmQ664ydl3Zu8UB63FWMRnE79jWkraHWzDybsa8oD5igqARcsOdAM9W414BO-kWssKlgxrPdg_0KmbYtilEsOWAa_B_ssrRfTDZs3n/s320/Team+Spectrograph+No+Docs.jpg" alt="" id="BLOGGER_PHOTO_ID_5713549264903741762" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />This example depicts a team that is completely lacking the "Docs" skill set.<br /></div><br /><span style="font-weight: bold;font-size:130%;" >Using the Team Spectrograph to Grow Cross-functionality</span><br />Now that you can take a snapshot of team cross-functionality, you can take a new snapshot at a team Retrospective every three months, for example, to see progress and indicate areas where the team needs to focus on extending its cross-functionality. Using the first spectrograph above as a starting point, the following four depict the conscious development of team cross-functionality over the course of a year.<br /><br />After three months...<br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhknvFUurfazOl9cOG-GvWTZIOXAswNwgOzrYIK31lwks96MJAv6QdMko_zlTp6Er-rRV7mNsPlSchjMvWTo0imRv27sLRM5FEx4lhfqobtDj5AyfqFK0DeqrrdD2SFOd14h9e1PZGF87Ha/s1600/Team+Spectrograph+CF1.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 246px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhknvFUurfazOl9cOG-GvWTZIOXAswNwgOzrYIK31lwks96MJAv6QdMko_zlTp6Er-rRV7mNsPlSchjMvWTo0imRv27sLRM5FEx4lhfqobtDj5AyfqFK0DeqrrdD2SFOd14h9e1PZGF87Ha/s320/Team+Spectrograph+CF1.jpg" alt="" id="BLOGGER_PHOTO_ID_5713550499437353234" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />After six months...<br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-Rlc85vSAvbEIvELSnOMijG0JWBOaq_H25E_XH0o7DMypEjorEc1tOqIxz6IyFfznO46xi4JfYt1YTligGOQPhzcB475rpPGVWKav2M8JzY7QWCE4yxPYRVy7Ih41P0nABDYTFAQRa8_v/s1600/Team+Spectrograph+CF2.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 246px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-Rlc85vSAvbEIvELSnOMijG0JWBOaq_H25E_XH0o7DMypEjorEc1tOqIxz6IyFfznO46xi4JfYt1YTligGOQPhzcB475rpPGVWKav2M8JzY7QWCE4yxPYRVy7Ih41P0nABDYTFAQRa8_v/s320/Team+Spectrograph+CF2.jpg" alt="" id="BLOGGER_PHOTO_ID_5713551941676450866" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />After nine months...<br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsApqHDhOq58HRzM-9lfVc5O43iynyppYPWjczVwHKPDvKBaU4wHqq4YATLv6aiC_BirIqNuU3tizEIUFP-b0JttTWZNjkw49VcHVwvEBNT7Eb-11QDuEepeyoQUjDv-E_8-p7NXHYsPoi/s1600/Team+Spectrograph+CF3.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 246px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsApqHDhOq58HRzM-9lfVc5O43iynyppYPWjczVwHKPDvKBaU4wHqq4YATLv6aiC_BirIqNuU3tizEIUFP-b0JttTWZNjkw49VcHVwvEBNT7Eb-11QDuEepeyoQUjDv-E_8-p7NXHYsPoi/s320/Team+Spectrograph+CF3.jpg" alt="" id="BLOGGER_PHOTO_ID_5713552434270963714" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />A year later...<br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEieLSCILGyi-34Um1JM-SXX8xsh35FEolilJIjRELmkFRCSN80kDEC947OExvyaxzYkQD4rBR-BrxbhxXjk8669tgXV0ooNiIwBkmCrYME9RZSJZCd0fsgYkAnpC3SBLqH-S7A-WmA55aZk/s1600/Team+Spectrograph+CF4.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 320px; height: 249px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEieLSCILGyi-34Um1JM-SXX8xsh35FEolilJIjRELmkFRCSN80kDEC947OExvyaxzYkQD4rBR-BrxbhxXjk8669tgXV0ooNiIwBkmCrYME9RZSJZCd0fsgYkAnpC3SBLqH-S7A-WmA55aZk/s320/Team+Spectrograph+CF4.jpg" alt="" id="BLOGGER_PHOTO_ID_5713552556969877330" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Notice how all of the lines have come off the bottom of the graph indicating that every team member has at least some level of skill in each area. Notice also that the many skill areas have pegged the spectrograph. A side effect of transferring skills throughout a team is generally the enhancement of core competencies among team members. In order to teach someone else, we have to get better at what we already do best.<br /><br />Team members can use their Team Spectrograph as a reminder to focus on techniques that build cross-functional skill sets, pair programming being the single most effective one I know of. The Team Spectrograph is also a reminder that cross-functionality doesn't just happen - teams grow and nurture their cross-functionality deliberately - one task at a time.<br /><br />Another benefit of the Team Spectrograph is that it points out individual skills other team members were unaware of. Now that the full range of skills team members possess is visible, the team can take full advantage of its extant cross-functionality.<br /><br />All for now....<br /><br />...-.-<br /><br /><img src="data:image/png;base64,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" alt="" /><br /><br /><span style="font-weight: bold;">Updated:</span><br />I will be presenting this topic at the Atlanta Scrum Gathering, May 7-9! We'll have fun learning more about cross-functionality and building a real Team Spectrograph!<br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhmXfa5c74_JzS8KEImQMo76Ryth_CH6kApj2OyAz87vURf0ERSJeYLT7dx-4d1Bylfa3A7pDZFb5xAmAv6v4hEzqmSMTbN8IuJv10cjax-CtcYy_qWwSEy2kEjx8-2XCvvxfruXaTZF9fi/s1600/Team+Spectrograph+Balanced.jpg"></a>Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com2tag:blogger.com,1999:blog-7563815260913359037.post-49775630016152342302011-10-20T13:35:00.001-07:002012-03-31T08:36:19.471-07:00Scrum Gathering London Wrap-up<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvEgz8IO7NaUtb6Ktf2qFyND95oYU4ScwqOq5wddeH8rtP9aHEeaSLa-1cMpX8UK8cBo6JVMIFwROy3cuJvbVKB9FErvLjz30yR5QsbFLg0YYfcFbC9qHpIryyiaa4WGI0QnpoTE4ULwkc/s1600/IMG00118-20111013-0912.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvEgz8IO7NaUtb6Ktf2qFyND95oYU4ScwqOq5wddeH8rtP9aHEeaSLa-1cMpX8UK8cBo6JVMIFwROy3cuJvbVKB9FErvLjz30yR5QsbFLg0YYfcFbC9qHpIryyiaa4WGI0QnpoTE4ULwkc/s200/IMG00118-20111013-0912.jpg" alt="" id="BLOGGER_PHOTO_ID_5665681359497859570" border="0" /></a><br />Just a few words about the Scrum Gathering in London, October 11-13, 2011. I was honored to be selected to present a session: <span style="font-style:italic;">Getting Beyond Yes: From Cooperation to Collaboration</span>. This was the first opportunity I have had to present this particular session and I was truly humbled (and stoked!) by the extremely positive response from the 40+ attendees.<br /><br />In this session, which appeared in the ScrumMaster/Coaching track, I explored the key differences between cooperation and active collaboration on Scrum teams using the Thomas-Kilmann Conflict Mode Instrument as a hook into the ways in which people respond to intra-team conflict. The punchline is that as teams move from Norming toward Performing on the Tuckman model, individual team members learn how to break out of defending fixed negotiating positions and instead move into what Jean Tabaka calls Constructive Disagreement, which is the essence of collaboration. Cooperation modes tend to follow the path of least resistance, whereas collaboration, with its inherent friction, leads to breakthrough innovation. It was a fun session with quite a bit of good discussion and problem solving. I appreciate everyone who attended for contributing to our shared success!<br /><br />I was extremely fortunate to be scheduled in the first session time slot on Tuesday, so the rest of the week in London was low-stress and extremely fun. The sessions I attended were of generally high quality and the conversations were top flight.<br /><br />This was my first-<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9XMNrej71u3VXloe_baTPuTv4GAh9T_-5-Dfi7NhXofDb_muEHLbC7UScgQnoqhr8TTqXVYFoAIErrSS49Hfe7GH6nTVeBCYXdnjSIbXoXM6zQV8K_xa1f5FIYZTocgKdKlV4XvGAaLdM/s1600/IMG00137-20111014-1005.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9XMNrej71u3VXloe_baTPuTv4GAh9T_-5-Dfi7NhXofDb_muEHLbC7UScgQnoqhr8TTqXVYFoAIErrSS49Hfe7GH6nTVeBCYXdnjSIbXoXM6zQV8K_xa1f5FIYZTocgKdKlV4XvGAaLdM/s200/IMG00137-20111014-1005.jpg" alt="" id="BLOGGER_PHOTO_ID_5665682424867973346" border="0" /></a>ever visit to London, so sight-seeing was definitely on the agenda after the conclusion of the conference! London is (no news to anyone who has been there) an amazing city with incredible history, wonderful museums, and interesting walking. Narrow sidewalks and fast-moving buses and taxis literally inches away added a little additional excitement to several city walks. And to top it all off, the weather was great most of the week!<br /><br />If you've never attended a Scrum Gathering, Agile Alliance conference, or local/regional agile conference, I highly recommend the experience. Presenting, participating, meeting old friends and making new ones are just some of the many benefits.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-59291992632632772922011-09-15T12:25:00.000-07:002012-03-31T08:37:08.391-07:00The Burnout ChartA little while ago I was talking with a Product Owner at a company just beginning its Scrum adventure. The topic of discussion was the Sprint burndown chart, its data points, and how to interpret the trend line indicated by those data points. The fact that the Sprint burndown is designed to serve as a planning tool for the team was not an issue. The Product Owner's concern was to ensure that the information radiated was interpreted appropriately by others in the organization, particularly those who might consider an upward spike in the burndown to be a sign that the team spent the day water skiing instead of working.<br /><br />A teaching moment ensued and after a brief conversation and help from a colleague of the Product Owner, the purpose of the burndown was clear and agreement reached on using task hours remaining, among the alternatives I offered up, as the data point collected.<br /><br />The discussion then turned to why one would use a burndown chart instead of tracking hours expended by the team in pursuit of the Sprint goal. Again, a teaching moment about the purpose of the chart, and then the insightful comment from the Product Owner that tracking hours expended would be plotted on the "Burnout Chart."<br /><br />All joking aside, this strikes me as an interesting idea. Perhaps teams that are having difficulty working at a sustainable pace should use a Burnout Chart internally as a way of monitoring collective adherence to this vital <a href="http://agilemanifesto.org/principles.html">agile principle</a>. Perhaps teams in that situation could use the Burnout Chart to raise unsustainable pace as an organizational impediment.<br /><br />Next time you notice that your team is showing signs of exhaustion, perhaps a Burnout Chart would be a useful way of determining - and radiating - the cause.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-55879084519603408252011-08-26T08:23:00.000-07:002012-03-31T08:37:08.392-07:00Why You Need an Outside CoachAs a coach called into an organization to do something very specific, say, help get teams over the hump on continuous deployment or TDD or ATDD or something like that, a conversation with the sponsor frequently goes something like this:
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<br />Sponsor: "We've been doing agile for (<span style="font-style: italic;">some number of</span>)<x> years now and we're extremely proud of how well we're doing."
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<br />Coach: "That's great! I'd love to learn from your experience while I'm here."
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<br />Sponsor: "Absolutely!"
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<br />A few days later, after working with the teams on that specific technical practice, it becomes painfully apparent that things are not as advertised:
<br /><ul><li>Teams have abandoned the Sprint Retrospective</li><li>Teams consistently fail to deliver stories during the Sprint, comfortably allowing them to slide into the next Sprint</li><li>Sprint Reviews have become stale and self-congratulatory because they are conducted inside the team fishbowl, without stakeholders or customers present</li><li>Sprint planning meetings are chaotic and painful because teams are not engaging in backlog grooming or "Story Time" meetings to get ready for the next Sprint</li><li>Sprint planning meetings are artificially abbreviated so as not to "waste" time, leading to failure to understand stories adequately and failure to deliver those stories during the Sprint</li><li>Teams work in personal silos, with hand-offs and queuing delays holding up story completion</li><li>Teams prefer information refrigerators to information radiators because transparency is too hard/scary/threatening
<br /></li></ul>These and a myriad of other problems and dysfunctions are the all-too-common result of an insular corporate culture that lacks the spark of cross-pollination. Agile can quickly become stale, stagnant, or just plain smelly when organizations look exclusively inward. Allowing team members and other agile practitioners to attend conferences is a solid strategy to keep the flow of ideas from drying up. But at some point, you need to bring in an outside coach to freshen up the organization's perspective.
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<br />Okay, I can already hear the objections. Yes, I make my living providing agile coaching services. However, I wouldn't be in this line of work if I didn't believe fervently in both agile values and principles and the benefits of coaching.
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<br />An outside coach has some advantages that are very difficult to obtain internally. First off, an outside coach is a disinterested observer (disinterested does not mean "uninterested" - it means having no vested interest in any particular outcome, an honest broker) and can therefore recommend things that people tied into the organization would be unwilling or unable to broach. An accomplished outside coach also brings wide-ranging experience to the table. After a few years of active coaching, most of us have seen the gamut of issues and can leverage that experience to help organizations overcome most any impediment, even ones we've never seen before.
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<br />Finally, an outside coach can offer that breath of clear air, the source of vital cross-pollination that helps freshen up your agile practice, providing the boost your company needs to overcome organizational gravity or get off the current plateau and move forward.
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<br />So freshen up your approach - call a coach!
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<br />All for now....
<br />
<br />...-.-
<br />
<br />
<br /></x>Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-47879653625426523312011-08-24T15:17:00.000-07:002012-03-31T08:37:08.392-07:00Proto-agile in the Time of Hair BandsJoin me now, as we journey back to those golden days of yesteryear.... Yes, we're traveling back in time to revisit the 1980s, the decade of Reagan and bands with Very Big Hair.
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<br />In 1987, I took a job as the one and only technical writer at a little start-up company called Colorado Memory Systems. The company made consumer tape drives to help ordinary people hang onto 40MB or so of vital data. Forty whole megabytes was a lot in those days, considering that most hard drives only held half that much.
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<br />Aside from the nostalgia of those innocent days of yore, an interesting thing happened at CMS. First off, when I started there all of us could fit in a single, not-very-large conference room. In addition, we had no QA department. As a bootstrap start-up, we couldn't afford the inefficiencies inherent in specialist silos. As the company grew, we still had no QA department. The upshot was that everyone tested, every day, including yours truly, the tech writer.
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<br />The developers ran builds every day, which was quite an accomplishment considering that a clean full build could take five hours. Before leaving for the day, everyone grabbed the latest build, plugged a test tape into the drive, and ran a test script that would use said tape to beat on the software - and the tape drive itself since we also made the drives - all night long. We tested error rates, recovery from data error, heroic retry data recovery, and on and on. Every night. For several years.
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<br />In my roles there, first as the one-and-only technical writer and later as manager of technical publications, I worked hard to write the user documentation iteratively and incrementally as the software and hardware were being built. The user docs served as our UX test lab: if a feature or procedure could not be described simply, the feature or procedure was either poorly designed or too complex. The whole idea was to make tape drives a consumer commodity. Software and hardware that was difficult to install or use simply wouldn't cut it. So early engagement with technical writers, beginning in the prototyping stage of both the hardware and software, was the norm. And feedback from technical writers in the form of the written user documentation and face-to-face conversation was highly effective in helping to improve the design of the hardware and software iteratively.
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<br />Buy the time I left CMS in the early 1990s to pursue yet more education, we had grown to over 200 employees and Grunge had replaced hair bands. But we still had no QA department. There were still daily builds. Everyone still tested every night. User documentation still provided vital feedback on hardware and software design.
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<br />Only now, in the 21st century can I put a name to what we were up to all those years ago. We were doing proto-agile. True, we did not release incrementally. We did not work in timeboxes. We did not have formal cross-functional teams. We did not test first then code. We did not consciously practice continuous improvement. Those practices were still locked in the future, scarcely a gleam in the early agilists' eyes. We simply all worked together to build the best product possible in what were essentially daily iterations. Feedback was face-to-face. Testing and user docs were done early and often.
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<br />It's no wonder I still have a soft spot for bands with Very Big Hair.
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<br />All for now....
<br />
<br />...-.-
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<br />Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com1tag:blogger.com,1999:blog-7563815260913359037.post-63409837800168835082011-06-08T13:18:00.000-07:002012-03-31T08:37:08.392-07:00Why Stand during the Daily Scrum?I've been asked this question surprisingly often in recent training classes and coaching engagements. The easy answer is that standing with your teammates for a few minutes every day is a part of Scrum.<br /><br />"You'll have to do better than that...."<br /><br />Okay, let's do better then. In my experience, teams that stand during the daily Scrum:<br /><ul><li>Display a higher energy level</li><li>Speak more directly and to the point, referring to defined tasks</li><li>Are more willing to ask for help<br /></li><li>Engage their teammates rather than reporting to the ScrumMaster</li><li>Are more likely to raise impediments<br /></li><li>Talk about 50% less, but convey twice as much meaning</li><li>Leave the daily Scrum energized and ready to work</li><li>Find the daily Scrum a vital part of their day<br /></li></ul>On the other hand, teams that sit during the daily Scrum:<br /><ul><li>Display a lower energy level, both in the content of their discourse and in their body language</li><li>Tend not to refer to defined tasks</li><li>Get bogged down in reporting minutiae<br /></li><li>Tend to report to the ScrumMaster</li><li>Are easily diverted off-topic</li><li>Spend the entire meeting looking at mobiles/laptops</li><li>Hold side conversations</li><li>Rarely raise impediments</li><li>Talk about twice as much, but convey far less meaning to their teammates</li><li>Leave the daily Scrum bored and disengaged</li><li>See the daily Scrum as useless and sometimes drop the practice entirely<br /></li></ul>These results are subjective, based solely on three years of observing Scrum teams in action. On the other hand, these observations are extremely consistent across teams, organizations, and industries.<br /><br />I think the big difference between sitting and standing is the signal it sends that the daily Scrum is not just another corporate waste-of-time snooze-fest meeting. The daily Scrum is of, by, and for the team. The symbolism of standing in a closed circle also reinforces the rational and emotional concept of "team."<br /><br />As with most of the Scrum/agile practices, there's more going here on than meets the eye. And just because something isn't obvious doesn't mean it can be safely ignored. So suspend disbelief and try standing up. It might just be the catalyst that helps your team re-discover its energy and focus.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-29265962459396746022011-04-08T15:07:00.000-07:002012-03-31T08:37:08.393-07:00Mile High Agile 2011 - A Great Conference!Yesterday (April 7, 2011) saw the beginning of what I sincerely hope becomes a long-standing tradition in the agile world -- Agile Denver's Mile High Agile 2011: Elevating Agility conference. The conference generated such interest that it actually sold out! As a conference organizer, it was my privilege to work with some of the finest people in the agile community, here or anywhere.<br /><br />It was also my privilege to be a speaker at the conference. My session was very well attended (as were all of the sessions) and reviews were overwhelmingly positive. The title of my presentation was <span style="font-style: italic;">Agile Leadership for the Learning Organization</span>. As promised to attendees of my session, a link to the presentation will live in the sidebar of my blog for a few weeks.<br /><br />Moving from Train-wreck Management to Agile Leadership is a long and sometimes arduous journey, but the benefits are beyond question. The people who do the work -- and create the value -- gain motivation and permission to create startlingly innovative solutions to business problems. The organization as a whole gains focus, direction, and meaning. That combination offers 21st-century companies the best possible opportunity to succeed in the marketplace, earn greater profits, and provide employment for yet more creative, highly (self-) motivated people, in the virtuous cycle W. Edwards Deming identified.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidZjgiW81kYaYpvNufr2w8-tsYLsPtkcioSRZH0SYZimY4c2EQRyaG55uZj2Ji2zmUPwyZYXyAG2M4UHcEmOyNPonFZPujCaUApLoQolPY5jkIIqPPJtIo2JqCt4RQ5k4Fth5rmpp9i_0h/s1600/Jean+and+Me.jpg"><img style="float: left; margin: 0pt 10px 10px 0pt; cursor: pointer; width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidZjgiW81kYaYpvNufr2w8-tsYLsPtkcioSRZH0SYZimY4c2EQRyaG55uZj2Ji2zmUPwyZYXyAG2M4UHcEmOyNPonFZPujCaUApLoQolPY5jkIIqPPJtIo2JqCt4RQ5k4Fth5rmpp9i_0h/s200/Jean+and+Me.jpg" alt="" id="BLOGGER_PHOTO_ID_5593341647685771682" border="0" /></a><br />I would like to offer a very special Thank You to Jean Tabaka, for participating in my session (yes!!) and for her thoughtful and thought-provoking feedback.<br /><br /><br /><br /><br />Until next year, keep on Elevating <span style="font-style: italic;">your</span> Agility!<br /><br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-89462547551124339452011-03-02T15:58:00.000-08:002012-03-31T08:37:08.393-07:00Good teams are like good code: Highly Cohesive, Loosely CoupledThe best Scrum teams I've worked with have been reflections of the code they produced: highly cohesive -- meaning focused on a project or product -- and loosely coupled -- having minimal direct dependencies on other teams. Like excellent code, excellent Scrum teams don't just happen; it takes careful planning and continuous attention to detail.<br /><br />Let's start with high cohesion. The highest performing Scrum teams are initially built around a purpose, a specific project or product, and allowed to focus exclusively on that project or product. But after that the team's design is emergent, adapting to changing circumstances and increased knowledge about teamwork, the domain, and the product. Like a well-designed class, the team is directed at its purpose and resists attempts to redirect it. Once the current project or product is complete, the team can take on a new project or product, just like a cohesive class can be instantiated repeatedly. The key is that, like a cohesive class, the team is focused.<br /><br />Great Scrum teams are also loosely coupled to other teams. What this means is that a great team has very few dependencies on other teams, that is, the team can complete its work without waiting on outside experts or the work of other teams. I can already hear the objections: "Okay, so a great team contains all of the skills and knowledge needed to complete its own work, fine. How can you keep even the best team from waiting on other teams to complete their work?" Okay everyone, turn your eyes to the Product Owners in the room.<br /><br />A great team must have a great Product Owner. The best Product Owners ensure that their team's backlog is independent of the backlogs of other teams. Even more, a great team of Product Owners can decouple the backlogs of all teams to the maximum extent possible, ensuring that all of their teams, like all of the objects in a well-designed application, only access each other through well-defined interfaces that minimize dependencies.<br /><br />The next time you survey your organization's Scrum teams, think like a software architect and work on making your teams highly cohesive and loosely coupled!<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-81626324663463804352011-03-02T15:10:00.000-08:002012-03-31T08:37:08.394-07:00Don't be like Homer Simpson<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMIATSuKyc8_9BGOK5IO6HqFHnYK_3iAnfetATQlUBnlfcmm3IVRdcEYg_jfCrI7CukjgesXBoHKjb9rB8VFKUvEyG3YMwBm0PBf1SRK_sryPDAggfvNmGPTTQ5vo0PKwAWUnRoXayebLe/s1600/homer-simpson-wallpaper-brain-1024.jpg"><img style="float: left; margin: 0pt 10px 10px 0pt; cursor: pointer; width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMIATSuKyc8_9BGOK5IO6HqFHnYK_3iAnfetATQlUBnlfcmm3IVRdcEYg_jfCrI7CukjgesXBoHKjb9rB8VFKUvEyG3YMwBm0PBf1SRK_sryPDAggfvNmGPTTQ5vo0PKwAWUnRoXayebLe/s200/homer-simpson-wallpaper-brain-1024.jpg" alt="" id="BLOGGER_PHOTO_ID_5579633031927193410" border="0" /></a>"In times of trouble, go with what you know."<br />--Homer Simpson<br /><br />Words of wisdom from a notoriously brainless cartoon character seem like an oxymoron -- and in fact that is the case. Unfortunately, Homer's prescription is something I experience over and over again with client organizations. In the midst of a difficult and challenging change, like moving the organization from a sequential development process to Scrum, there is strong temptation to fall back on old habits of mind. Whenever things get uncomfortable, whenever Scrum makes a long-standing problem unbearable, the knee-jerk reaction is to ditch the part of Scrum that "caused" the problem and revert to a previously learned behavior.<br /><br />One example I have experienced repeatedly is the problems caused by a widely distributed Scrum team, that is, one with some team members in North America while others are in China or India. I recently ran across an issue in which the more experienced North American team members were attempting to work with freshly minted graduates in China who lacked even the slightest shred of domain knowledge. Since the time shift in this case was exactly 12 hours, it was impossible for the team members to work together closely. Not only were there twice-daily hand offs of code between team members in the different geographies, there was also the issue of the Chinese team members lack of experience in the domain.<br /><br />The response from the domain-expert team members in North America was to clamp down process on their young Chinese peers. Over time, many gates had been constructed to prevent the Chinese team members from doing any damage to the code base. By the time I arrived on the scene, the gates were so restrictive that the Chinese side of the team -- and make no mistake, each geography had taken sides -- was unable to do any work at all. Even the simplest tasks were impossible to complete without involving the North American side because of the gating requirements.<br /><br />A better solution, which the organization actually implemented, was to create separate North American and Chinese teams. While this by itself did not solve the bigger issue of domain knowledge being restricted to the North American team, it did allow both teams to work with a degree of independence and to finish the work they committed to each Sprint. The one major adjustment was to have the Chinese team work in one-week Sprints while the North American team worked in two-week Sprints. Shorter Sprints forced the Chinese team to break its work down into very small bites that the North American domain experts could then help with during the short window of overlapping availability each day. By limiting the range of variability -- implementing one-week Sprints -- the organization was able to move forward with new feature development much more quickly than had been the case with a distributed team and a multiplicity of gates for the Chinese team members' work to pass through. The organization also unknowingly implemented one of W. Edwards Deming's credos, that of changing the system to reduce variability. More on that topic in a later post....<br /><br />All for now....<br /><br />...-.-<br /><img src="file:///Users/janbeaver/Library/Caches/TemporaryItems/moz-screenshot.png" alt="" /><img src="file:///Users/janbeaver/Library/Caches/TemporaryItems/moz-screenshot-1.png" alt="" />Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-88864175909864868932011-03-02T10:13:00.000-08:002012-03-31T08:37:08.395-07:00Got a Morale Problem? Get Quality!The connection between product quality and morale isn't a big mystery, but it seems to be one that is frequently overlooked. W. Edwards Deming and, somewhat later, Frederick Herzberg famously linked the sense of accomplishment people experience when doing good work on projects over which they are able to control how the work is done with high morale. Scrum's emphasis on delivering a working product increment at the end of each Sprint fits into the morale equation perfectly.<br /><br />So what's the problem?<br /><br />We don't always do as we should. When teams are pushed to take on more work than they can competently deliver, quality is the inevitable casualty. Teams that find more and more of their capacity sucked away by bug-fixing rapidly experience significant, sometimes catastrophic, declines in morale. With morale goes innovation, productivity, and continuity as people seek to flee the bug storm.<br /><br />An even worse situation occurred in one company's misguided attempt to focus on its defect backlog while at the same time delivering new features at their accustomed pace. The solution they settled on was to create a bug-fixing "team" -- actually a large work group -- that would, in essence, clean up the messes left by the over-worked feature group. Freed from the responsibility for the quality of their work, the feature group delivered a large number of features. Unfortunately, the feature group's freedom from responsibility produced a product strangled by defects which the poor souls on the bug-fixing work group couldn't hope to save. Both sides blamed the other for the rotten product quality and morale throughout the company hit absolute rock-bottom. An attempt to introduce Scrum into this situation failed because of the maelstrom of blame, mistrust, horrible morale, and fear of change.<br /><br />The highest morale I have had the privilege to share in occurred on Scrum teams that were allowed to play by the rules of Scrum: only pulling in the work that the team members could commit to, failing tests were simply an indication of "not done," and nothing that was "not done" ever saw the light of day. The company provided adequate support for continuous integration, TDD, refactoring, and other good engineering practices, which allowed the teams to work without fear of unintended consequences. When a bug did surface, as bugs inevitably will, the team that produced it was responsible both for the fix and the tests to prove the fix. The teams in this organization felt the same degree of ownership and satisfaction when fixing bugs as when developing new features. In short, their morale was in the stratosphere. Their quality was also spectacular.<br /><br />So the next time you notice one or more teams suffering from poor morale, work on quality. Fix the quality problem and the response to an inquiry about morale will almost certainly be "what morale problem?"<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-63739667152802336542011-01-24T10:20:00.000-08:002012-03-31T08:37:08.395-07:00It's the Estimating that Matters, not the EstimatesIt seems like there is always some sort of controversy or at least discussion swirling around the merits of estimating user stories and tasks. Mike Cohn's justifiably famous book, <a href="http://www.amazon.com/Agile-Estimating-Planning-Mike-Cohn/dp/0131479415/ref=sr_1_4?ie=UTF8&qid=1295894034&sr=8-4">Agile Estimating and Planning</a>, makes the case for relative (story point) estimates for user stories and hours for tasks. I have always found his ideas useful and recommend them when coaching new teams. As many agile practitioners have pointed out, that level of estimating tends not to be necessary for mature teams. Some even think <a href="http://agileanarchy.wordpress.com/2011/01/24/beyond-estimation/">estimating isn't necessary at all</a>.<br /><br />I think the discussion of whether agile teams need to produce estimates -- particularly at the user story level -- or not misses the point. For me, particularly with newly formed teams, it's the act of estimating that is absolutely vital; the estimates produced are potentially useful, but the estimates are not the point; it's the <span style="font-weight: bold; font-style: italic;">estimating</span> that matters.<br /><br />Teams new to agile or teams that are re-forming with new members who lack deep agile experience need to engage in estimating for a variety of reasons:<br /><br /><ul><li>Agile teamwork is different! Most of us who have spent the majority of our working lives digging around in code or other parts of software or high-tech projects never had the luxury of providing our own estimates. We have traditionally been told what needed to be done and when it needed to be done. End of discussion. Team estimating helps bring to life the reality that working in an agile environment, on a Scrum team, really is dramatically different than anything else most of us have ever experienced. We are authorized to estimate our collective work and our estimates will be honored by the Product Owner and the rest of the organization. That is a substantive demonstration that no amount of happy talk can supplant.</li><li>Estimating enhances understanding of the work! We cannot, as a team, commit to any work that we don't fully understand. Again, in sharp contrast to the bad old ways of working, Scrum team members are never compelled to take on or commit to work that is unclear or ill-defined. Team estimating provides a context to tear into the work -- the user stories the Product Owner thinks are coming up soon -- and really understand the details. The estimating part is important because it requires us, as a team, to agree on an estimate of effort, complexity, and risk for each user story. The discussions must be focused and grounded in reality, not vague, open-ended, or facile.</li><li>Estimating helps us discover gaps in the work. As we engage in serious discussion about each user story, we collectively begin to see the connections between the stories and the disconnects that indicate gaps in the backlog. One of the most satisfying outcomes of a Story Time meeting, which is where I like to get the story estimates done, is a Product Owner with a stack of new stories to prioritize.</li><li>Estimating helps us become a team! Collective estimating -- and I really like Planning Poker as a mechanism -- helps us learn to listen to and understand our teammates. Planning Poker ensures that even the shy, quiet, oppressed, or disengaged team members take part in the discussion. Odds are everyone on the team will be high or low estimator at least a couple of times during an estimating session. The rules of the game, when observed rigorously, ensure that everyone must listen to the person speaking and more than that, must take seriously what that person says. Again, the deliverable of an estimate compels everyone on the team to take the discussions seriously.<br /></li></ul>So what about the estimates? Perhaps they are useful to the Product Owner in Release Planning. Perhaps they are useful to the team in Sprint Planning. Perhaps, as many practitioners suggest, the estimates really are not useful in those contexts. I don't necessarily agree, but I'm fine with that opinion. It's the estimating that matters, after all!<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-23191751080201342722011-01-05T15:14:00.000-08:002012-03-31T08:37:08.395-07:00In Defense of Certified Scrum TrainingI have been reading and hearing criticism of certified Scrum training sponsored by the Scrum Alliance for almost as long as that body has been in existence. As a QA guy on an incipient Scrum team, I heard colleagues dismiss such training and the resulting certifications as superficial or worse. A couple of years later when I began making my living as an Agile trainer and coach, I encountered even fiercer denunciations of certified training from colleagues and from some members of the broader Agile community. I kept an open mind throughout, but did often wonder what all the fuss was about.<br /><br />Recently, during the last year really, I have come to a new appreciation for certified training. Certified training, to put it bluntly, defines the parameters for the content. In the case of certified Scrum training, what is presented and learned must be Scrum, which a clearly identifiable thing consisting of the well-known values, roles, ceremonies, and artifacts. The Scrum Alliance goes to some length to ensure that its certified trainers do not teach something that is not Scrum under the label "Scrum." Some agilists get utterly bent out of shape over this seeming restriction. But to me, it makes perfect sense. No one anywhere is saying that agilists cannot teach something other than Scrum and plenty of such training is going on to great benefit of the individuals and organizations that embrace it. Kanban certainly fits that bill perfectly. But, and this is the key point, Kanban is not Scrum and should not be labeled as such.<br /><br />Another benefit of certified training occurs at the organizational level. I have worked with clients that claimed a sincere desire to become "agile," but immediately rejected the implications of Scrum. In a non-certified environment, it is all too easy for a client to dispute the value of basic Scrum practices and simply demand something that looks and smells a lot like what they are doing today, hoping that the consultant, trainer, or coach can just make it all work without any of that painful organizational change stuff. In a certified Scrum environment, the selling of "fairy dust" (or snake oil or whatever metaphor you prefer) is not possible, or at the very least, much less likely. If a client wants Scrum, it's Scrum they'll get, with all the pain and eventual exhilaration that transition entails. If it turns out that the client really doesn't want Scrum, at least everyone can agree on that point and make the appropriate decisions.<br /><br />Now I'm no wide-eyed naif. I am fully cognizant of the limitations of the entry level certifications. Being a Certified ScrumMaster does not make one a masterful, or even competent, ScrumMaster. I have learned this excruciatingly painful lesson first-hand in my coaching life. That is not to say, however, that the two-days of training are worthless. When competently delivered, trainees understand the Scrum framework, the roles and rhythms, and how to move forward with Scrum. As with any type of education, individuals make what they will of that abstract knowledge. Some bandy the title about as if it meant they were Scrum experts. It doesn't take much effort to expose the hollowness of such claims. Others use the certification as the gateway to successful Scrum practice, gained through hard, daily, on-the-ground experience either as ScrumMasters or in some other role on a Scrum team. But blaming certification in general for the sins of what is really a small number of people is neither valid nor useful.<br /><br />I don't know what the future holds, obviously, but for now and for the foreseeable future I believe Scrum is the most broadly applicable framework for new product development and as such, I support certified training and certification in Scrum.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-5999520246879972342010-12-10T08:54:00.001-08:002012-03-31T08:37:08.396-07:00Build a Team Improvement BacklogRetrospectives are the last thing a team does during a Sprint. There are a wide variety of approaches and formats one can use for Retrospectives, but the one thing all have in common is that the Retrospective must produce tangible results. One extremely effective way I have found to help ensure that the Retrospective meets this vital goal is to build a Team Improvement Backlog using the items the team identifies as action items.<br /><br />A Team Improvement Backlog is nothing more than a prioritized list of action items the team comes up with during its Retrospectives. The most common recommendation, and one I heartily endorse, is that the team collectively chooses the top one or two items on the Team Improvement Backlog at or near the end of each Retrospective and then decides how to implement them and how to demonstrate success. Just like user stories, Team Improvement Backlog items need to have acceptance criteria -- the all-important definition of done.<br /><br />There are a couple of nuances that can play into management of the Team Improvement Backlog. In general, items teams add to their improvement backlogs are public in keeping with the agile and Scrum values of openness and transparency. There are occasions, however, when I have recommended that certain items be kept private to the team. Examples include specific team interaction items, particularly when those items address individual behaviors. Retrospectives are sometimes more like the closed locker room meetings sports teams hold when they are experiencing a crisis. Teams typically do not allow reporters or even coaches into the locker room during such meetings simply because what the team members have to say to each other is strictly for their benefit as a team. In my coaching experience, private improvement backlog items are rare, but it's a handy tool to have in your bag especially when teams are storming.<br /><br />Keep the Team Improvement Backlog visible in the team room and track progress at each Retrospective at the latest. Individuals who take on improvement items should also be talking about their work and plans during the Daily Scrum.<br /><br />If you're not already using a Team Improvement Backlog, add this handy tool to your repertoire and use it to help your teams grow.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com1tag:blogger.com,1999:blog-7563815260913359037.post-23074213416021122052010-12-08T11:26:00.000-08:002012-03-31T08:37:08.396-07:00ScrumMaster DilemmasA few weeks ago, during a Product Owner class I was teaching, the lone practicing ScrumMaster in the room raised his hand after I had finished the section of the course reviewing Scrum roles. His question was basically this: "So, you just said one of the ScrumMaster's functions is to be a bulldozer, but when I solved a problem for my team last week, they accused me of 'throwing them under the bus' and now they won't talk about impediments anymore. What am I supposed to do?"<br /><br />After learning more about the situation, I understood what had happened. At the last Retrospective, the team had raised an issue they were having with their Product Owner and, seeing himself as the fullback, snowplow, bulldozer, problem-solver, the ScrumMaster had simply taken the team's concerns to the Product Owner and worked out a solution. When he (the ScrumMaster) reported back to the team during a Daily Scrum his progress in resolving the issue with the Product Owner, the team reacted very negatively, as the ScrumMaster had described in his original question.<br /><br />His confusion and genuine sense of hurt were palpable. He thought his role was to clear the road for the team so that they could get their work done as efficiently and effectively as possible. His point is entirely valid, but his experience demonstrates one of the many dilemmas that face ScrumMasters.<br /><br /><span style="font-size:130%;"><span style="font-weight: bold;">Take it to the team!</span></span><br /><br />In her excellent book*, Lyssa Adkins gives this advice again and again. Self-organizing teams need to be empowered to solve their own problems -- or at least to devise prospective solutions to the problems they face. The ScrumMaster in my class did not realize that self-organizing teams, even those that have only been practicing for a few months, do not want to be presented with solutions to problems. Instead, as Lyssa points out, self-organizing teams want, and need, to be presented with problems. The team is then empowered to devise solutions -- and the team's solution will be the best one for that team. It may not be the solution the ScrumMaster would have chosen, but that does not change this essential fact.<br /><br />Despite the best of intentions, ScrumMasters run into difficulties with their teams when they take on problems and solve them without team involvement. The team may <span style="font-style: italic;">ask</span> their ScrumMaster to implement the solution to a problem, but the team itself needs to solve the problem. Many ScrumMasters came from backgrounds where individual problem solving was a major part of their job descriptions. Perhaps they were even evaluated on the basis of their individual problem-solving prowess. In a Scrum (or other agile framework) team environment, the equation changes. Problem solving abilities are still valuable, but within the context of of the self-organizing team.<br /><br />ScrumMasters must engage in a delicate balancing act, being the bulldozer, fullback, or snowplow for their team, yet not imposing solutions on the team. It is more difficult to achieve this balance when a ScrumMaster is responsible for more than one team. Under pressure to help their teams succeed and with a severely limited amount of time and attention to offer to each team, such ScrumMasters are naturally inclined to gather lists of problems and run with them, handing solutions to their teams in rapid succession. This situation is bad for the teams, stunting their growth and inviting resentment against their ScrumMaster; it is also bad for the ScrumMaster who never really has time to get to know each team and the various individuals at the depth necessary to achieve the highest degree of effectiveness.<br /><br />So what's a ScrumMaster to do? "Take it to the team," let the team solve problems, and keep the wolves at bay.<br /><br />All for now....<br /><br />...-.-<br /><br /><span style="font-size:85%;">*Lyssa Adkins, <span style="font-style: italic;">Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition.</span> Upper Saddle River, NJ: Addison-Wesley, 2010</span>.Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-42243115802506339612010-10-25T12:46:00.000-07:002012-03-31T08:37:08.397-07:00Scrum is more than just iterative and incrementalPeople often talk about Scrum as if it were nothing more than an iterative, incremental development process. Taking just these two aspects of Scrum makes it seem like it would be easy just to bolt Scrum onto existing development practices and organizational structures. I have trained and coached and talked -- either in person or on discussion lists -- with people who were completely comfortable calling their functionally delimited, mini-waterfall processes "Scrum" or "Agile."<br /><br />"Well, we deliver a release every month that builds on previous month's release," is a common refrain.<br /><br />A few quick questions reveal what's actually going on:<br />"Great! How's your quality? Is it getting better with each release? Are your teams getting better? Does every release contain the most valuable features you could possibly deliver?"<br /><br />"Um, well...." is the usual response when an organization has adopted the superficial qualities of Scrum while ignoring the deeper principles and the practices they inform.<br /><br />Iterative and incremental development are two <span style="font-weight: bold; font-style: italic;">results</span> of Scrum done well, not the essence of Scrum. So what, you ask, is the essence of Scrum? I believe Scrum is about building cross-functional teams that are capable of learning how to do better work every day. Focusing on working software as the primary measure of progress by making use of the Sprint and daily planning cycles and the Sprint Review (to show our work) provides the framework for technical innovation -- and more basically, getting the job done, which is a huge challenge by itself in most organizations. The Retrospective gives teams the mechanism to improve both their degree of teamwork and, to a greater or lesser extent, the organizational environment in which they work. Learning teams, when propagated and nurtured, produce learning organizations that have a built-in competitive advantage over their less dynamic competitors.<br /><br />Scrum is also about letting go of false measures, unrealistic planning, and failed control mechanisms. Measuring <span style="font-weight: bold; font-style: italic;">team throughput</span> (Velocity) rather individual utilization provides a realistic tool for planning. The planning itself changes from activity and milestone-based to feature- and value-based, using teams' demonstrated ability to deliver working software as the key metric. Having teams pull work from the top of a prioritized Product Backlog ensures that, by definition, the highest-priority features are being worked on at all times and that each release contains the highest-priority, and therefore most valuable, features that could be delivered. Finally, allowing <span style="font-weight: bold; font-style: italic;">teams</span> to deliver features, instead of relying the thoroughly discredited industrial practice of externally assigned individual tasks, opens the door to creative solutions -- and breakthrough productivity.<br /><br />Where does quality fit into all of this? Returning again to the <a href="http://www.agilemanifesto.org/principles.html">agile principle</a> of working software as the primary measure of progress, non-working, buggy, software cannot demonstrate progress and therefore cannot be called "done." Teams and organizations that hold true to this principle have the capacity to do truly amazing things in an industry too often characterized by the poor quality of its products.<br /><br />This is by no means a comprehensive list, but for me, right now, these are the key features of Scrum.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-15772527764227583052010-09-28T08:06:00.000-07:002012-03-31T08:37:08.397-07:00WFH ScrumWorking From Home (WFH) is an amazing thing. I have done it for years, off and on, and I really like it. Studies have repeatedly shown that people are more motivated, more focused, and more productive when working from home than when working at the office. Another major benefit is for people who face long daily commutes. Not only do they not have to spend two or more hours of utterly unproductive time driving to and from the office, people working from home also reduce traffic volume and air pollution, both major concerns where I live on the Front Range of the Rocky Mountains of Colorado.<br /><br />But how does one accommodate WFH within a Scrum team? I have coached a few teams that wrestled with this issue. It is tempting to say "everyone needs to be here, every day." And indeed, that is the only way to ensure the highest-possible bandwidth communication within a team. Given my own affinity for WFH, however, I decided the dogmatic approach would be neither effective nor realistic.<br /><br />The approach I have adopted consistently -- and successfully -- is to work with the team to make sure everyone understands the importance of the <a href="http://www.agilemanifesto.org/principles.html">principle of face-to-face communication</a> and then recommend a few WFH ground rules for the team's consideration:<br /><ul><li>During the first Sprint or two, everyone needs to be physically present while we learn how to apply the rules of Scrum in practice</li><li>When the team decides it is ready to run a WFH experiment, I suggest the following ground rules:</li><li>Everyone is present for Sprint Planning, Story Time, Sprint Review, and Retrospective, which generally works out to be three days in each two-week Sprint<br /></li><li>Use Skype or other video conferencing technology to facilitate the Daily Scrum -- voice-only dial-in may suffice temporarily, but is not adequate over the long-term</li><li>The team needs to adopt a standard, high-bandwidth communication medium/technology, such as Skype with video, that all team members commit to use for daily collaboration<br /></li><li>The Daily Scrum rules: if team members decide pairing or other face-to-face contact is needed, the necessary team members must be physically present even if it means driving to the office after the Daily Scrum, although we try to avoid the latter whenever possible<br /></li><li>Try to give people as much predictability as possible, but the team's needs trump all else</li></ul>This is just a basic set of ground rules that I recommend and that teams I've coached have successfully adopted to accommodate WFH. Teams always refine, change, and adapt the initial WFH ground rules, of course, but this list serves as a good starting point.<br /><br />Let me know if you find these suggestions reasonable, useful -- or not.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-90983449537780450652010-09-10T11:44:00.000-07:002012-03-31T08:37:08.398-07:00Rehumanize Your WorkI was -- and remain -- a big fan of the popular music that characterized the 1980s. One of my favorite bands was The Police and one of my favorite songs was "Rehumanize Yourself" from their album <span style="font-style: italic;">Ghost in the Machine</span>. That song was never a radio-play hit, but it always hit home with me. Listening to that album the other day on my iPod reminded me why it is exactly that I now spend my working life at what is essentially Agile evangelism.<br /><br />Many of the key reasons companies decide to adopt Agile are based on hard-nosed financial, business, value, and competitiveness calculations. And that is as it should be. After all, without a competitive business there would be no employment. So yes, the competitive boost companies derive from Agile is a key benefit. But for me, the greatest benefit is the rehumanization of work and of the workplace.<br /><br />Among the most insidious results of Frederick Winslow Taylor's Scientific Management was the utter and complete de-humanization of work and the workplace. In the software development world, the various pre-packaged methodologies that have come along have all contained the spirit of Taylorism with its cynical, command-and-control approach to the people doing the work.<br /><br />The real genius of the Toyota Production System, to me, was its inventors' realization that the assembly line was not mechanistic; it was, in fact, a social system that could only work properly if it took into account the human element. The result was the <span style="font-style: italic;">andon cord</span>, which gave all workers on the floor both the responsibility and the authority to control their work.<br /><br />Henry Ford once said: "Why is it that when I want to hire a pair of hands, a brain comes attached to them?" This is the essence of Taylorism -- and the antipathy of the entire concept of the <span style="font-style: italic;">andon cord</span>. No worker in any of Henry Ford's factories was ever given authority to stop the line.<br /><br />Software development -- or any other type of product development -- obviously requires hands that are attached to a brain, but traditional methodologies assume that the brain thus involved must be allowed to work only within rigid constraints because the people doing the work obviously have neither the capacity nor the inclination to take responsibility for their work. This, too, is the essence of Taylorism.<br /><br />The genius of XP and Scrum, which are my main focus within Agile, is the recognition of the human element, of the fact that product development is primarily a <span style="font-style: italic;">social</span> activity. By offering the people doing the work the authority to accomplish that work as they see fit, by giving them the responsibility to ensure that the work is done in the best possible way, and by establishing the social environment in which that authority and responsibility can be expressed to its fullest, Scrum and XP provide the best known framework for rehumanizing the work and workplace.<br /><br />Along with the values, principles, and practices of XP and Scrum, conscientious, dedicated leadership completes the puzzle. So how about it? What will you do, today, to rehumanize your work?<br /><br />All for now...<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com2tag:blogger.com,1999:blog-7563815260913359037.post-70119583949867586162010-08-24T12:00:00.000-07:002012-03-31T08:37:08.398-07:00It's all about the Raspberry Jam“The Law of Raspberry Jam: the wider any culture is spread, the thinner it gets.” -- Alvin Toffler<br /><br />I recently delivered a series of Product Owner training courses for a large (massive, really) multinational corporation. The company has an Agile rollout strategy and a reasonable amount of tactical planning in place for making it happen. During the course of the training, one of the more interesting discussions that arose revolved around how many teams each Product Owner would serve. The Scrum answer is, of course, one and only one Product Owner per Scrum team. There are a variety of reasons for this one-to-one relationship between Product Owner and team, a few of which are:<br /><ul><li>The Product Owner is a pig, a committed member of the team who shares in the ups and downs of the team's experience<br /></li><li>The Product Owner is the sole voice of the customer, the single source of business information on the team</li><li>The Product Owner continuously prioritizes the Product Backlog, ensuring that the team always pulls the highest-priority work into each Sprint</li><li>The Product Owner makes sure that the team never runs out of high-priority stories to work on</li><li>The Product Owner and team build a relationship of trust and mutual respect based on shared work toward a common goal</li></ul>The plan at this company was to have each Product Owner serve five teams, which brings us to the Law of Raspberry Jam.<br /><br />Toffler was talking about cultures, but the same is true of people and roles. Spreading a Product Owner over multiple teams inevitably thins that Product Owner's commitment to each team. The thinning of commitment makes the building of trust and mutual respect much more difficult, perhaps rendering that vital connection impossible.<br /><br />Then there is the issue of keeping the backlog prioritized, groomed, and ready for each team to pull the highest-priority stories into each Sprint. I worked with a team a few months ago (at a different client) that had outrun its Product Owner's ability to keep the backlog stocked with appropriate stories. As that team's velocity increased, the Product Owner simply could not keep up. Imagine that situation multiplied by five!<br /><br />The one-Product-Owner-for-five-teams experiment has not gotten off the ground yet, but I am very interested to see how it goes. As I told the trainees, it <span style="font-style: italic;">might</span> work. But then again, there was no data or other evidence to support that supposition out of the gate, whereas for the standard format of one Product Owner per team, there is a huge amount of data that demonstrate success.<br /><br />All for now...<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-35112168924908371172010-05-13T14:43:00.000-07:002012-03-31T08:37:08.399-07:00When do we start? When should we finish?The snow that fell yesterday -- yes snow, yes on May 12 -- along the northern Front Range of Colorado has just about melted and it looks like spring again, even though it doesn't necessarily feel that way when one steps outside. The mountains give the appearance of mid-winter, which is encouraging given the lower-than-average snow pack to date.<br /><br />In any case, the questions that form the title of this post are among the most frequently asked when I am both training and coaching. The context is Sprint begin-end boundaries and the answers I give are consistent. I encourage organizations and teams to follow the Lean principle of building-in quality, that is, make everything as unlikely to break as possible. When it comes to Sprint boundaries, regardless of the length of the Sprints, the least likely candidates are starting on Mondays and ending on Fridays.<br /><br />There are several reasons why Monday-Friday Sprint boundaries are suboptimal. In the USA at least, most holidays fall on Mondays, almost certainly assuring disruption of Sprint planning at least a few times every year. And while ending Sprints on Fridays might seem to offer the prospect of a nice break in between Sprints, the all-too-common refrain from the team at the Sprint Review is: "Oh yeah, we're done with everything, but we just have a little testing/coding/cleanup, etc., to finish over the weekend." Uh-oh.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgh9pZQ1x8Unl9uepUu68zvSfr_x1vag9b51pJb9UqUKRL4_8O_tCuJZpIx_cS6Oa3te5qFhg7YNUUI41SMMTZHZpA4yimfUJb93nQkXorRoinrp1bpONhyMzdSMjXGX3kF6dlusi6_GRJG/s1600/Sprint.jpg"><img style="float: left; margin: 0pt 10px 10px 0pt; cursor: pointer; width: 320px; height: 214px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgh9pZQ1x8Unl9uepUu68zvSfr_x1vag9b51pJb9UqUKRL4_8O_tCuJZpIx_cS6Oa3te5qFhg7YNUUI41SMMTZHZpA4yimfUJb93nQkXorRoinrp1bpONhyMzdSMjXGX3kF6dlusi6_GRJG/s320/Sprint.jpg" alt="" id="BLOGGER_PHOTO_ID_5470887926089037522" border="0" /></a><br /><br />Fortunately, there is an extremely simple method of fixing these (and many other) common problems resulting from Monday-Friday Sprint boundaries: start and finish in the middle of the week. I personally like starting fresh with Sprint Planning on Wednesday mornings and wrapping up with the Sprint Review and Retrospective on Tuesday afternoons. Using this Sprint boundary template immediately remedies the Monday-holiday disruption. Finishing the Sprint on Tuesday afternoon -- with the Retrospective as the last thing the team does, always, without fail -- very neatly eliminates "we're done, but we'll finish over the weekend" syndrome as well. This one element, finishing work, is worthy of another blog post all to itself.<br /><br />Another benefit of the Wednesday-Tuesday Sprint cycle is that it supports adherence to an oft-violated <a href="http://www.agilemanifesto.org/principles.html">Agile principle:</a> sustainable pace. As a coach, I am not about to encourage or even allow teams to get into the habit of working weekends between Sprints. The most effective way I have discovered to deal with this problem is simply to make it impossible: there <span style="font-style: italic;">is no</span> weekend or other exploitable time between Sprints.<br /><br />Closing out each Sprint on Tuesday with the Retrospective provides the team with the full experience of accomplishment and closure, of finishing the work of one Sprint before moving on to the next. Indeed, I invariably find that teams are anxious to get started on the next Sprint and welcome the opportunity to start fresh the very next morning. An added benefit is that holding Sprint celebrations on Tuesdays often results in a smaller tab at the team's favorite restaurant or bar, which often offer discounts to encourage mid-week trade.<br /><br />Think about it and let me know about your experience with Sprint boundaries.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-216626876478032802010-04-07T12:32:00.001-07:002012-03-31T08:37:08.399-07:00Confessions of an Agile PuristIt's sunny down in Texas today and the late, great Stevie Ray Vaughan is cranking from my Mac's tiny speakers. It all seems appropriate somehow, Texas blues and the recent accusation that I am an "Agile Purist." My initial thought was that that label was somehow derogatory, a slap in the face, a put-down. A few sweet licks from SRV's guitar has helped me see the light, however. Now I'm ready to embrace the Agile Purist tag rather than trying to wash it off.<br /><br />So here's the deal, I train and coach Agile teams and have been extremely successful at both of these related endeavors. My philosophy is a simple one: present the rules of the product development game, primarily Scrum, but drawing also on the best that XP has to offer, with a little Lean thrown in for leavening, so that my trainees both know the rules of the game and have the beginnings of a sense of how to take the field and begin to play. Experienced Agilists know all too well that the framework is very simple and lightweight, but that does not make it easy to put into practice. Indeed, <span style="font-style: italic;">simple</span> most certainly does not equate to <span style="font-style: italic;">easy</span> in this context. So my guiding principle is to make sure that everyone in my training classes emerges knowing what to do when they hit the ground, whether with me there to coach them or not.<br /><br />When I'm coaching, I follow the same principle. Everyone knows exactly what to do -- or at least what to expect -- every single day that I'm on the ground with a client, whether it's an ordinary day with a daily Scrum, a Sprint planning day, or a Review/Demo and Retrospective day. What happens, specifically, during each day is highly variable and hence where the difficulty lies in putting this simple framework into practice. Starting with that Agile Purist approach, which in reality means making sure that everyone knows what to do/expect coming into each day on the job, has served my clients very, very well indeed.<br /><br />What this means is that I train and coach client teams to play by the rules so that they have confidence in what they are doing and in their individual and collective ability to do it from day one. I want them to learn good habits so that when the unexpected happens -- or when the entirely predictable challenges arise -- they are in the best possible position to make adjustments and continue moving forward with their Agile practice.<br /><br />Aside from the purely practical, experiential basis for following the rules of the game, there is this one other thing that informs my work as a trainer and coach: I actually believe in the value of the core Agile principles captured in the <a href="http://www.agilemanifesto.org/">Agile Manifesto</a>. I believe that putting those principles into practice -- playing by the rules -- has a proven record of success, not just in getting the right product to market, at the right time, and for the right price, but that those principles translated into practices create a healthy, productive, and adaptive work environment that none of the prepackaged methodologies can ever hope to touch.<br /><br />My devotion to Agile principles and practices, those rules of the game, is therefore not based on a pedantic need to follow some arbitrary formula. Once a team I am coaching learns how to play at a basic level, which typically happens very quickly, I help them learn how to adapt their practices as needed, all the while keeping the principles in the forefront of everyone's mind. We're just not going to start there, on the highly adaptive end of the time line.<br /><br />So yes, I admit it: I am an Agile Purist.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-56639143181407706122010-04-07T12:31:00.000-07:002012-03-31T08:37:08.399-07:00Is it a Group or a Team?This question often occurs to me when I'm on training or coaching assignments. The provocation is usually a statement similar to the following: "We have a development team of 250 highly skilled engineers...." or "Our QA team just can't seem to keep up with development...." or "The business analysis team writes all of our requirements...." or "Our middleware team serves multiple simultaneous projects."<br /><br />It is common usage to apply the term "team" to mean any collection of individuals who perform some related function, regardless of how those individuals actually work. To me, a team is a very specific type of human organizational unit, defined by <span style="font-style: italic; font-weight: bold;">how</span> it works, rather than by what it works on. Simply put, teams are distinguished by <span style="font-weight: bold; font-style: italic;">teamwork.</span> I have even, very occasionally, encountered fair approximations of cross-functional Scrum "teams" that fail to meet this most basic definition.<br /><br />Teamwork describes a particular way of working toward a shared goal. I have distilled the essential characteristics of teamwork into the following (incomplete) list:<br /><ul><li>sublimation of individual ego and need for recognition to the needs of the team<br /></li><li>sharing and balancing workload dynamically at daily or finer granularity<br /></li><li>individuals offering and requesting help in an environment of trust</li><li>willingness to make personal sacrifices in support of the team</li><li>recognition that the team's goal outweighs (but does not exclude) individual goals<br /></li></ul>I'm certain there are many more traits that one could apply to describe teamwork, but this works for me as a starting point for the discussion. The key distinction I see between a team and a group is the collaborative effort a team engages in to meet its collective goal, for example, a Sprint commitment. A group, on the other hand, may indeed consist of skilled, well-intentioned individuals, but without a collaborative framework and a collective goal, teamwork is absent. The common example is the group of developers, each individually working on their assigned tasks, head down, blinders on, either unable or unwilling to share the load with their fellow group members. Sure, they're all working toward the same end point, but on parallel tracks that by their very nature cannot converge. Group work results in the standard array of dysfunctions and failures that characterize traditional software projects.<br /><br />Implied in my list of teamwork traits is a self-organizing, empowered team that has the authority to set its own commitments and determine how best to meet those commitments. Another implication is that a team is <span style="font-weight: bold; font-style: italic;">small.</span> The standard Scrum guideline for team size (seven plus/minus two) has always worked brilliantly in my coaching experience.<br /><br />So the next time you hear a client or colleague talking about a "team," make sure you know what they really mean: Is it a Team or a Group?<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0tag:blogger.com,1999:blog-7563815260913359037.post-57204863105775885802010-04-06T10:45:00.000-07:002012-03-31T08:37:08.400-07:00The Law of Unintended ConsequencesThis is big topic, but today I want to talk about just one small aspect: the unintended consequence of command-and-control work environments. There is a persistent myth in the software business that runs something like this: if we plan every detail of our product, assign the details to individuals, monitor and track each individual's progress on each task, make sure the load is balanced across individuals and always at the maximum (or just a little more) that each individual can deliver, and if we put in place sufficient incentives and penalties to make sure that individuals follow the plan exactly, the end result will be a perfectly executed project.<br /><br />Aside from the obvious difficulties of planning a future over which we mere mortals have neither control nor even foreknowledge, there is a massive gotcha lurking in the shadows of this defined, command-and-control approach that is the result of the Law of Unintended Consequences: malicious obedience.<br /><br />Malicious obedience is a common behavioral response to situations in which individuals know that they have no control over what they work on, how they work, or the outcome they produce. When the incentive/penalty structure emphasizes obedience over all else, people learn very quickly to do precisely what they are told and nothing more, even if they know perfectly well that what they are doing is not the best way to achieve the end goal, which in the software industry is a working, valuable product. A common example, and one that I have experienced on more than one occasion, is when developers write code exactly as specified even when they know that what they're coding is incompatible with some other part of the system, either because of an initial design failure or a requirements change that did not propagate to their part of the system in time. Since command-and-control values obedience over all else, the developers in question had no choice but to follow the plan, write the code as specified, generate waste, and damage the overall project. "We were just following orders, sir."<br /><br />Since a successful project is (or should be) the actual goal, the cure is to apply Agile principles and practices throughout. When people choose their own daily tasks, freely commit as members of a team to deliver a Sprint backlog, and have control over how they implement a solution, malicious obedience is no longer an issue. To put it another way, removing the compulsion to follow arbitrary orders from the equation eliminates the possibility of malicious obedience. When people are empowered to take ownership of their work, the Law of Unintended Consequences breaks down, resulting in innovative solutions, sterling quality, and timely feature delivery.<br /><br />All for now....<br /><br />...-.-Jan Beaverhttp://www.blogger.com/profile/07728891363030785561noreply@blogger.com0