Future is Agile

•

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Oliver Szymanski

Introduction to agile

Technology

David & Oliver

• David: davidtanzer.net, @dtanzer
• Oliver: source-knights.com, @sourceknights
• both independent software consultants
• both striving for simplicity in software development

Copyright © 2010 Source-Knights.com

"Engineers are hired to create
David & Oliver
business value, not to
program things.
Patrick McKenzie

Copyright © 2010 Source-Knights.com

Defining Agile

•
•
•
•
•
•

Responsibility / Trust
Flexibility
People & Interactions
Continuous Delivery / Buildability
Business Value / Quality
Continuous Feature Flow vs. strict dates

Copyright © 2010 Source-Knights.com

Agenda

• Companies
• Teams
• Developers

Copyright © 2010 Source-Knights.com

Voting

39%
“Our company says we are agile but it’s not
really agile”

http://jaxenter.de/polls/Wie-gut-funktioniert-bei-Ihnen-Agile-Softwareentwicklung-167431

Copyright © 2010 Source-Knights.com

Short history

Companies

Copyright © 2010 Source-Knights.com

Time

Copyright © 2010 Source-Knights.com

Cycle Time & Deployment

• Daily Deployment
• possible?
• really needed?

Copyright © 2010 Source-Knights.com

Cycle Time & Deployment

• Long cycle time
•
•
•
•

solve last year’s problems
late ROI
vulnerable to competition
impact/visibility of an issue

Copyright © 2010 Source-Knights.com

Cycle Time & Deployment

Copyright © 2010 Source-Knights.com

Quality

Cycle Time & Deployment

Copyright © 2010 Source-Knights.com

"Worried that TDD will slow down
Cycle Time & Deployment
J. B. Rainsberger

Copyright © 2010 Source-Knights.com

Quality vs. speed

• low quality slows you down
• technical debt

• impact on the future
=> Quality AND speed

The general principle of software quality is:
Improving quality reduces development cost.
You don’t have to choose between quality, cost and timethey all go hand in hand.
Steve McConnell

Copyright © 2010 Source-Knights.com

Maintaining quality

• Manually testing
• Test department
=> not sufficient for short cycles
• Test driven development
• Specification by example
• Pair programming / Code reviews
=> fast feedback

Copyright © 2010 Source-Knights.com

Maintaining quality

• external feedback via early delivery

Copyright © 2010 Source-Knights.com

Short history

Teams

Copyright © 2010 Source-Knights.com

Self organisation
“Hierarchy is great for maintaining predictability and
repeatability. It simplifies planning and makes it easier to
control a large group of people from the top down, which
is why military organizations rely on it so heavily.
But when you’re an entertainment company that’s spent
the last decade going out of its way to recruit the most
intelligent, innovative, talented people on Earth, telling
them to sit at a desk and do what they’re told obliterates
99 percent of their value.”
Valve Handbook for new Employees

Copyright © 2010 Source-Knights.com

Responsibility

“Why does your desk have wheels?
Think of those wheels as a symbolic reminder that you
should always be considering where you could move
yourself to be more valuable.”
Valve Handbook for new Employees

Copyright © 2010 Source-Knights.com

Responsibility

Pull

Copyright © 2010 Source-Knights.com

Pull

• let the experts decide
• the team knows what they can do
(at least they should ;))
• better distribution of workload
• less idle time

• helps optimizing the flow
• helps dealing with technical debt by the team

Copyright © 2010 Source-Knights.com

Pull

Own
Quality!

Copyright © 2010 Source-Knights.com

This surgery is hard at the budget.
Can you reduce the costs by
skipping something simple?
We can skip washing hands...
(just list it as technical debt)
Copyright © 2010 Source-Knights.com

Pull

No!

Copyright © 2010 Source-Knights.com

Own Quality

•
•
•
•
•

Refactoring
Test driven development
Pair Programming
Overload of tasks
Bug managing vs fixing

Copyright © 2010 Source-Knights.com

Continuous
improvement

Own Quality

Copyright © 2010 Source-Knights.com

Continuous improvement

•
•
•
•
•

retrospectives
coding dojos
skill meeting
communities of practice
look beyond one’s own nose

Copyright © 2010 Source-Knights.com

business@davidtanzer.net
Continuous improvement
oliver.szymanski@source-knights.com

Copyright © 2010 Source-Knights.com

• (c) 2013 Oliver Szymanski & David Tanzer
• Image credits
•
•
•
•
•

Idea:
Delivery:
Bomb:
Wolf:
Leopards:

• All other photos: David Tanzer

Copyright © 2010 Source-Knights.com

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Future is Agile

1. The Future is Agile

2. David & Oliver • David: davidtanzer.net, @dtanzer • Oliver: source-knights.com, @sourceknights • both independent software consultants • both striving for simplicity in software development Copyright © 2010 Source-Knights.com

4. Defining Agile • • • • • • Responsibility / Trust Flexibility People & Interactions Continuous Delivery / Buildability Business Value / Quality Continuous Feature Flow vs. strict dates Copyright © 2010 Source-Knights.com

14. Quality vs. speed • low quality slows you down • technical debt • impact on the future => Quality AND speed The general principle of software quality is: Improving quality reduces development cost. You don’t have to choose between quality, cost and timethey all go hand in hand. Steve McConnell Copyright © 2010 Source-Knights.com

15. Maintaining quality • Manually testing • Test department => not sufficient for short cycles • Test driven development • Specification by example • Pair programming / Code reviews => fast feedback Copyright © 2010 Source-Knights.com

18. Self organisation “Hierarchy is great for maintaining predictability and repeatability. It simplifies planning and makes it easier to control a large group of people from the top down, which is why military organizations rely on it so heavily. But when you’re an entertainment company that’s spent the last decade going out of its way to recruit the most intelligent, innovative, talented people on Earth, telling them to sit at a desk and do what they’re told obliterates 99 percent of their value.” Valve Handbook for new Employees Copyright © 2010 Source-Knights.com

19. Responsibility “Why does your desk have wheels? Think of those wheels as a symbolic reminder that you should always be considering where you could move yourself to be more valuable.” Valve Handbook for new Employees Copyright © 2010 Source-Knights.com

21. Pull • let the experts decide • the team knows what they can do (at least they should ;)) • better distribution of workload • less idle time • helps optimizing the flow • helps dealing with technical debt by the team Copyright © 2010 Source-Knights.com

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