Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3...

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Cracking Agile Big Rocks Chuck Suscheck Quick Solutions Inc. Columbus, OH

Transcript of Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3...

Page 1: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

Cracking  Agile  Big  Rocks  Chuck  Suscheck  

Quick  Solutions  Inc.  Columbus,  OH  

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Class  Goals  

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Framework  

Work  at  foundational  level  Define  rock  effect  in  foundation  terms  Define  solution  attributes      

Use  different  perspectives  Use  critical  thinking  Solve  rock  with  enough  depth      

Define  it   Solve  it  

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What  is  an  Agile  Big  Rock?  

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Sustainable  agile  cannot  be  achieved  by  techniques  or  practices  alone,  but  by  conscious  adherence  to  the  agile  manifesto  

Foundation  

Value  Collaboration  over  contract  People  over  process  Software  over  documentation  Change  over  plan  

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Big  Rocks  Effect  Mess  

Block  agile  value  

Less  Reduce  agile  value  

Repress  Keep  agile  value  from  growing  

Big  Rock  impacts  

foundation  

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Individual  Performance  Review  Agile  Manifesto  

Value  Impact  

1-­‐5  

Collaboration  over  contract  

4  

People  over  process   5  

Software  over  documentation  

0  

Change  over  plan   0  

Effect  

Disrupt  empowered  team  and  place  individual  over  team,  possibly  reducing  collaboration  and  people.  

Person  is  individually  performance  reviewed  in  such  a  way  that  the  review  does  not  emphasize  team    performance.    

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*  Create  your  own  solutions  attributes  *  Start  with:     Reduces effect of rock impact on foundation either directly or by lowering impact on triangle

Your  turn  –  7  minutes  

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*  Reduces effect of rock impact on foundation either directly or by lowering impact on triangle

*  Demonstrable benefits *  Fails fast (for adaption) adjusts fasts *  Consumable up and down (simple and clear) *  Sustainable solution *  “Put hands on it” results *  Negative effects are understood and OK *  Solution affects root cause *  Achievable (cost, attainable, can actually do it)

Solution  Attributes  

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Top  Agile  Big  Rocks  As  solicited  from  over  100  trusted  professionals  

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Individual  Performance  Review  Agile  Manifesto  

Value  Impact  

1-­‐5  

Collaboration  over  contract  

4  

People  over  process   5  

Software  over  documentation  

0  

Change  over  plan   0  

Effect  

Disrupt  empowered  team  and  place  individual  over  team,  possibly  reducing  collaboration  and  people.  

Person  is  individually  performance  reviewed  in  such  a  way  that  the  review  does  not  emphasize  team    performance.    

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Interacting  with  Waterfall  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

3  

People  over  process   2  

Software  over  documentation  

4  

Change  over  plan   5  

Effect  

Waterfall  teams  potentially  make  change  very  difficult  due  to  requirements  being  solidified  early.    Waterfall  requires  heavy  documentation  and  contracts  via  change  control.  

Agile  team  is  a  consumer  of  products  from  a  team  that  follows  a  waterfall  methodology.    

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Forecasting  at  Enterprise  Level  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

3  

People  over  process   3  

Software  over  documentation  

2  

Change  over  plan   5  

Effect  

Create  a  false  sense  of  certainty.      Put  into  place  a  plan  that  may  be  immutable.    May  loose  trust  in  the  agile  teams.  

Forecasting  with  story  points  with  or  without  a  determined  velocity.    

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Immutable  Date  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

4  

People  over  process   1  

Software  over  documentation  

0  

Change  over  plan   4  

Effect  

If  project  risks  being  late,  collaboration  begins  to  die,  more  control  via  plan  is  put  into  place,  process  takes  over.  

The  date  cannot  be  changed.    For  example,  software  for  tax  day  with  the  IRS,  weather  forecasting,  simulations  for  

astronomical  events.    

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Highly  Regulated  Environment  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

5  

People  over  process   3  

Software  over  documentation  

5  

Change  over  plan   2  

Effect  

Possible  to  have  high  degree  of  contract  and  paperwork  in  order  to  reduce  risk  supposedly  mitigated  by  regulation.  

Controls  are  in  place  from  outside  agencies.      For  example,  banking  (SOX),  

DOD,  medical  field.    

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Resistance  to  Change  Agile  Manifesto  Value   Impac

t  1-­‐5  

Collaboration  over  contract  

3  

People  over  process   5  

Software  over  documentation  

0  

Change  over  plan   0  

Effect  

The  process  is  seen  as  being  perfect.    Improvements  are  not  necessary.    This  may  lead  to  disenfranchised  people  and  a  reduction  in  collaboration.  

The  people  at  the  lower  level  or  upper  level  seem  unable  or  unwilling  to  change  (mark  assumption).      

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Low  People-­‐Skilled  induviduals  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

0  

People  over  process   5  

Software  over  documentation  

1  

Change  over  plan   3  

Effect  

Poor  people  need  to  grow.  This  may  lead  to  agile  being  perceived  as  ineffective.  

The  people  seem  to  be  unable  to  self-­‐motivate.  They  can’t  seem  to  form  a  team  or  the  people  require  a  lot  of  direction.  

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No  Management  Support  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

5  

People  over  process   4  

Software  over  documentation  

2  

Change  over  plan   3  

Effect  

Management  tends  to  disrupt  empowered  teams.    Mechanical  agile  takes  over  and  the  values  are  missed.    

Management  seems  to  not  allow  self-­‐organization,  change,  and  approaches  interactions  as  a  parent/child  exchange.  

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Poor  Emergent  Design  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

1  

People  over  process   3  

Software  over  documentation  

4  

Change  over  plan   3  

Effect  

Poor  design  makes  agile  less  trustworthy  in  the  eyes  of  management,  requiring  more  paperwork  and  process  control.  

Emergent  design  is  brittle  and  cannot  be  changed  or  added  to  without  a  lot  of  problems  showing  up  in  the  tests.      

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Reactionary  Environment  Agile  Manifesto  Value   Impact  

1-­‐5  

Collaboration  over  contract  

4  

People  over  process   1  

Software  over  documentation  

1  

Change  over  plan   1  

Effect  

The  problem  is  not  the  lack  of  ability  to  change,  but  the  lack  of  controlled  change.    Agile  can  become  seen  as  a  partner  in  chaos.  

Service  desk  or  other  environment  that  requires  quick  reaction  to  the  issues.    For  example,  maintenance  environment  or  first  few  weeks  of  production  with  potentially  buggy  system.  

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Let’s try to solve a few

Your  turn  

Page 22: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

Solution  Template  

Rock  

Situation  

Solution  

Solution  Template   *  Need  perspectives  (situation  &  group)  *  Need  enough  detail  (Rafael  Sabbagh)  *  Will  do  *  Won’t  do  *  Good  Smell  *  Bad  smell  

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Pick  a  Situation  and  Rock  

Fill  in  sheet  

Determine  your  

solution  

Fill  in  Will/Won’t  Good  Smell/Bad  

Smell  

Rank  your  result  (junk,  OK,  proud)  

Roll  the  Dice  

How  to  play  the  game  Start  

Rock  

Situation  

Solution  

Solution  Template  

Page 24: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

Play  The  Game  

1.  Individual  Performance  Review  2.  Interacting  with  Waterfall  3.  Forecasting  at  Enterprise  Level  4.  Immutable  Date  5.  Highly  Regulated  Environment  6.  Resistance  to  Change  7.  Low  Skilled  People  8.  No  Management  Support  9.  Poor  Emergent  Design  10.  Reactionary  Environment  11.  Roll  again  12.  Roll  again  

1.  You  are  a  small  company  <  100.    Your  group  is  middle/upper  managers.  

2.  You  are  embedded  coach  consultants  -­‐  engaged  but  not  managing  the  projects.  Your  table  is  spread  around  in  teams.  

3.  You  are  managers  in  a  very  large,  highly  structured  company  without  independent  pockets.  

4.  Company  is  medium  sized  and  new  to  agile  but  has  used  waterfall  for  years.  

5.  You  have  just  started  with  the  company  as  an  executive  coach  and  need  to  establish  your  relationships.  

6.  This  is  a  relatively  big  and  nearly  fully  telecommuter  company.    Good  communication  (seriously).  

Collaboration  over  contract  

People  over  process  

Software  over  documentation  

Change  over  plan  

Page 25: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

Critical thinking

Your  turn  

Page 26: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

*  Head  to  head  comparison  *  2  teams  come  up  and  read/explain  their  solution  (I’ll  pick  teams)  *  Class    *  what’s  best  from  it  *  What  needs  expansion  

Evaluate  your  results  

Solution    Solution  

?  

Page 27: Cracking)Agile)Big)Rocks) · Agile&Manifesto&Value& Impact& 15& Collaboration)over) contract 3 People)over)process) 2 Softwareover documentation) 4 Change)over)plan) 5 Effect Waterfallteams)potentially)

Thanks,  good  day  [email protected]  


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