Guest lecture - Uppsala Universitet - Introducing Agile
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Transcript of Guest lecture - Uppsala Universitet - Introducing Agile
Citerus - Tobias Fors, 2009 - [email protected]
Introducing Agile
Tobias Fors, Citerus [email protected] 90 86
My company: www.citerus.seMy blog: www.tobiasfors.seTwitter: @tofo
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Guest lecture at Uppsala University, September 2009
Citerus - Tobias Fors, 2009 - [email protected], 0709-43 90 86
About Tobias Fors‣ Consultant since 1999, developer, project mgr, consultant, coach
‣ Experience from being a scrum master in both development and change projects
‣ Helped introduce Scrum as development method at Tain, Readsoft, Entraction, Wireless Car
‣ Trained and coached Scrum projects at SMHI, Arbetsmiljöverket, Siemens, Digital Illusions
‣ Certified Scrum Trainer, Scrum Alliance. Has trained staff of many of Sweden’s big consulting companies
‣ Also: project startups, planning, workshops, evaluations, retrospectives
‣ Introduced kanban for eTraveli operations and marketing
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About Citerus
• Citerus is a consulting company specialized in helping clients succeed with their software development projects. Since 1996, we have developed software, led projects, refined engineering practices and improved management methods for companies from a diverse set of trades. We gain break-through results by raising the quality bar, putting people first and reducing bureaucracy.
Citerus - Tobias Fors, 2009 - [email protected]
Agenda
1. Start
2. A Little About Change
3. Introducing Agile
4. Assignment
5. End
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Citerus - Tobias Fors, 2009 - [email protected]
Start
• Times?
• Format!
• Why are we here today?
• Who am I?
• Why did you choose to come here today?
• What do you expect from today?
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Citerus - Tobias Fors, 2009 - [email protected]
Going Agile - In Plain Language
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We want to use agile software development
We want to change the way we act
Some of us want to change the way some of us act
Citerus - Tobias Fors, 2009 - [email protected]
Exercise: Perspective
• A man is driving his car, and stops by a hotel. He realizes that he is bankrupt, gives up, and becomes very disappointed.
• What happened?
• I will answer your questions about the situation with a yes or a no.
• The answer to this exercise is simple
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Citerus - Tobias Fors, 2009 - [email protected]
Violent and Non-Violent Change
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Violent Non-Violent
Citerus - Tobias Fors, 2009 - [email protected]
Using Resistance as a Resource
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“No matter how it seems, people are trying to be helpful”- Jerry Weinberg
“Assume they are rational.”- Russell Ackoff
Citerus - Tobias Fors, 2009 - [email protected]
Exercise: Understand Forces For and Against
• What are some forces that work or against agile?
• Let’s put these in a force field analysis
Plan: Introducing
AgileFor Against
For-force 1
For-force 2
...
Against-force 1
Against-force 2
...
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Citerus - Tobias Fors, 2009 - [email protected]
The Dangers of Pressure
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Pressure to Change Change
Pressure can crush things for good
When pressure stops, change stops
Citerus - Tobias Fors, 2009 - [email protected]
A Too Simplified Model of Change
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Time
Performance
Need to change
Citerus - Tobias Fors, 2009 - [email protected]
A More Nuanced Model of Change
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Time
Performance
Late status quo
Chaos
Integration
Foreign element
Transforming idea
New status quo
Resistance
Learn more here: http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html
Citerus - Tobias Fors, 2009 - [email protected]
Exercise: Experience Change
• Grab a blank index card and a pen
• Write your full name on the card
• Turn the note over
• Write your name again - but this time with the other hand
• What are your reactions to this experience? ✎
• Will you share an experience of change you’ve been part of? ✎
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Thank you Steve Smith for this exercise!
Citerus - Tobias Fors, 2009 - [email protected]
Chaos -> survival -> short term thinking
“Fear makes the short term almost the only thing that people see or focus on.”-- Pfeffer, Sutton, 2000
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Citerus - Tobias Fors, 2009 - [email protected]
Survival Instincts in Management
• “Teamwork sounds good, but …”
• “Let’s just test it in the live system …”
• “I hear what you’re saying, but …”
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“It can’t be done”
What would it take for this to be possible?
Citerus - Tobias Fors, 2009 - [email protected]
Example: The Reward Once You Make it Through
“I’ve gotten more done the last three weeks than the previous three years here.” – Developer, gaming company
“The way we talk to each other now, we’ve never talked before.”– Project member, another gaming company
“Before, I always felt like a pain in the ass when I came in with questions and suggestions. Now I feel really welcome.”– Product owner
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Citerus - Tobias Fors, 2009 - [email protected]
Simple Works Better
“We observed that organizations that were better at learning and translating knowledge into action understood the virtue of simple language, simple structures, and and the power of common sense …”– Pfeffer, Sutton, 2000
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Don’t forget the Law of Strawberry Jam
Citerus - Tobias Fors, 2009 - [email protected]
An Old Source of Conflict: How Should We Develop?
Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Kent BeckMike Beedle
Arie van BennekumAlistair Cockburn
Ward CunninghamMartin Fowler
James GrenningJim HighsmithAndrew HuntRon Jeffries
Jon KernBrian Marick
Robert C. MartinSteve Mellor
Ken SchwaberJeff SutherlandDave Thomas
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Citerus - Tobias Fors, 2009 - [email protected]
Do We Really Need Something New?
“Second, research demonstrates that the success of most interventions designed to improve organizational performance depends largely on implementing what is already known, rather than from adopting new or previously unknown ways of doing things.”– Pfeffer, Sutton, 2000
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Citerus - Tobias Fors, 2009 - [email protected]
The Vision: A Goal Beyond “Introducing Agile”
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• Quality?
• Time?
• Cost?
• Quality of work life?
“We really don’t have any problems, it’s just that we think that it would be convenient to have a new way of working.”
Citerus - Tobias Fors, 2009 - [email protected]
Exercise: Vision of Change
• Think for a minute: Can you identify a powerful vision you’ve encountered, that attracted either you or someone else
• What made the vision so compelling? ✎
• Have you felt alienated from a vision at some time?
• What made you feel alienated? ✎
• What are the ingredients of a powerful vision? ✎
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Citerus - Tobias Fors, 2009 - [email protected]
Find Change Owner and a Change Team
“Anyone who is to use Scrum would benefit from trying it once in an environment where it is truly supported by management, as I got to do.”– Product owner
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Citerus - Tobias Fors, 2009 - [email protected]
Invite Everyone Early
• Start with retrospectives
• Capture experiences
• Reduces speculation and rumors
• What you co-create, you:
• understand
• believe
• own
• develop
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Y! are hereby invited to a chan" for #e be$er of us all
Citerus - Tobias Fors, 2009 - [email protected]
Example: You Can Do it With the Entire Group
• Goal: Design and implement visual management system• Constraint: work cannot stop• Method: workshop with laptops and cell phones on• Result: a popular and very efficient management system
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Citerus - Tobias Fors, 2009 - [email protected]
Forming Effective Teams
• Create teams that can complete valuable functionality as indepently as possible
Method, values
Goal
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“Our part of the system”
Citerus - Tobias Fors, 2009 - [email protected]
You’ll Need Agile Change Artists
• Key role in change work
• Teams and rest of organization need support and coaching
• Understands and teaches agile
• Gently pushes on
• Helps when someone falls
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Impedi-ment
Process
Product
Policies
People
“Fish bone diagram”
Citerus - Tobias Fors, 2009 - [email protected]
Training and coaching
• The development process itself
• Solid engineering practices
• Steering the product
• Building in quality
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Citerus - Tobias Fors, 2009 - [email protected]
Define Done
• Needed for estimation of work
• Enables cooperation
• Clarifies expectations
• Minimum: frequent testing, frequent integration, effective release management
• Expand as learning happens
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Citerus - Tobias Fors, 2009 - [email protected]
Tip: Behavior Influences Attitude
“There is a large literature demonstrating that attitudes follow behavior. That means that people accepts new beliefs as a result of changing their behavior.”– Pfeffer, Sutton, 2000
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Citerus - Tobias Fors, 2009 - [email protected]
Challenge: Inadequate Engineering Practices
• Critical challenge if you lack:
• Effective configuration management (late integration, merge conflicts)
• Test automation at several levels
• Smooth release management (builds, packaging, deployment)
• Going forward:
• Expand your definition of done
• Coach, train, practice
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Citerus - Tobias Fors, 2009 - [email protected]
Challenge: Going From Expert to Team Player
Expert: Instructions, veto right, knows best
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Team players: Helps, supports, teaches
Citerus - Tobias Fors, 2009 - [email protected]
Challenge: Cherry Picking From a System
• Can you “cherry pick” specific practices?
• Scrum, for example, is a system where the parts interact to give a result
• When you take the parts out of the system, they no longer function the same way
• Example: You cannot take one leg of a chair and expect to get a certain percentage of “chair functionality”
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Citerus - Tobias Fors, 2009 - [email protected]
Tip: Be “Programatic”
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Dogmatic Pragmatic“Progmatic”
1. Think about consequences2. Make the change3. Evaluate the result
Citerus - Tobias Fors, 2009 - [email protected]
Common Challenge: Disruptive Incentive Systems
• Rewarding lines of code produced
• Acknowledging heroes
• Collisions between the individual and the team
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Citerus - Tobias Fors, 2009 - [email protected]
Assignment: More Change
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• When you go from your home to class the next time, take a different route
• After this, start a new mail in your favorite mail client
• Journal for exactly 5 minutes about your reflections on this change
• If you want to (and I’d love it if you did), send the text to me
Citerus - Tobias Fors, 2009 - [email protected]
Suggested Reading
• Pfeffer, Sutton: The Knowing-Doing Gap
• Schmaltz: The Blind Men and the Elephant
• Kotter: Leading Change
• Everything by Jerry Weinberg, for example: Quality Software Management I –!IV
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Citerus - Tobias Fors, 2009 - [email protected]
Return on Time Invested
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“ROTI”‣ Was today a good time investment?
‣ 2 = “Even Steven”
‣ 4 = An excellent investment
‣ 0 = Wasted time
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