Dr. Alistair Cockburn http://Alistair.Cockburn.us
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In ve nt ing
Current Topics in Agile
Deciding
ŠAlistair Cockburn 2010
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Deciding
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Inv en tin g
People ... Cr ea
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Ex vi tin pr ng e g in s a a s a pr so lan ing ob lu gu id le tio m ag ea n e s … they don’t understand which keeps changing
To an interpreter unforgiving of error Making decisions every decision has economic consequences and resources are limited. ©Alistair Cockburn 2010
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Agile is a declaration of values “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions over
Processes and Tools.
Working software
over
Comprehensive documentation.
Customer collaboration
over
Contract negotiation.
Responding to change
over
Following a plan.
That is, while there is value in the items on the right, we value the items on the left more.” Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert Martin, Stephen J. Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas. ©Alistair Cockburn 2010
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The Agile Manifesto invites wimpy-ness "… Individuals and interactions over processes & tools…" (Yayy!! I don't have to follow those stupid processes any more!) "… Working software over comprehensive documentation…" (W00t!! Dump the documentation! I LOVE this agile stuff!) "… Customer collaboration over contract negotiations…" (I'm done when I'm done and I never have to say when!) "… Responding to change over following a plan…" (No plans! No project managers! No architects! )
Where do I sign up?
©Alistair Cockburn 2010
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People learn skills in 3 stages
Shu: Learn a technique
Ha: Collect techniques
Ri: Invent / blend techniques
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Core Scrum
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Scrum: Core, Barnacles, Rumor & Hearsay
CORE Barnacles
Rumour & Hearsay
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Scrum Core
1. (Demo or) Deliver every sprint. 2. Let the team decide. 3. Inspect & Adapt every day and every sprint .
4. Someone has spare capacity to remove blocks (ScrumMaster) 5. Business speaks through 1 vocal cords (Product Owner) ŠAlistair Cockburn 2010
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Scrum Barnacles
Burn-down charts Kanban (Not-started | Started | Done) boards ScrumMaster is / is not - the project manager / product owner / tech lead Product Owner is / isn’t invited to the dailies The “3 questions” at the daily stand-up . :
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Scrum Rumor & Hearsay
User stories Planning Poker Fibonacci numbers / hours / story points . :
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Scale
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Scaling via SAFe
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Donâ&#x20AC;&#x2122;t Get Scared ! Terminology << Attitude << Behaviors >This is just terminology. - not yet attitudes - not yet behaviors. Agile needs behaviors
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Scaling at Spotify
© Henrik Kniberg
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Now Get Scared !
Architecture Matters! Spotify refactored their architecture to allow asynchronous deployment across teams.
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Disciplined Learning
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ti ica un mm Co
Deciding
ng
Inv en tin g
People ... Cr ea
So l
Ex vi tin pr ng e g in s a a s a pr so lan ing ob lu gu id le tio m ag ea n e s … they don’t understand which keeps changing
To an interpreter unforgiving of error Making decisions every decision has economic consequences and resources are limited. ©Alistair Cockburn 2010
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Big-Bang Design is a late-learning strategy Growth of knowledge with big-bang integration cost
Knowledge comes at the “moment of truth”: final integration.
Delivers nearly no knowledge (or risk reduction)
time ©Alistair Cockburn 2010
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We can pay to learn early in the project Growth of knowledge with early, continuous integration
Delivers knowledge (risk reduction)
Development sequence indifferent (with respect to knowledge)
cost
time ŠAlistair Cockburn 2010
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Develop for business value once risks are down Knowledge growing (risk reduction)
Business value growing
cost
Reduce risks:
- Business - Social - Technical - Cost / Schedule
time ŠAlistair Cockburn 2010
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Three project stages: Risk, Value, Tail Tail Value
Knowledge / risk reduction
Item1 item 2 item 3 item 4 :
risk .. . .. ..
value … … … ..
tail ... .. . . time
©Alistair Cockburn 2010
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Payoff = Trim-the-Tail: Deliver by value or date Trim to deliver Delay to get more on-time (or early) or better
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We still arenâ&#x20AC;&#x2122;t talking about People
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ti ica un mm Co
Deciding
ng
Inv en tin g
People ... Cr ea
So l
Ex vi tin pr ng e g in s a a s a pr so lan ing ob lu gu id le tio m ag ea n e s … they don’t understand which keeps changing
To an interpreter unforgiving of error Making decisions every decision has economic consequences and resources are limited. ©Alistair Cockburn 2010
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People issues determine a projectâ&#x20AC;&#x2122;s speed
Can they easily detect something needs attention? Will they care enough to do something about it? Can they effectively pass along the information? Can they actually do the work needed?
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Inv en tin
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Self-Awareness
Craft
Cooperative Game
Knowledge Acquisition
Flow Management Deciding
origami courtesy of Gery Derbier ŠAlistair Cockburn 2010