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Naresh Jain
                            naresh@agilefaqs.com
                                 twitter: @nashjain
                             http://nareshjain.com
Saturday 1 September 2012                             1
Agile Way of dealing with
                Uncertainty in a
           Complex Adaptive World

                             Naresh Jain
                              naresh@agilefaqs.com
                                  twitter: @nashjain
                              http://nareshjain.com
Saturday 1 September 2012                              1
Video on Selective Attention
             http://www.youtube.com/watch?v=vJG698U2Mvo




Saturday 1 September 2012                                 2
Selec%ve	
  A)en%on
      The	
  process	
  by	
  which	
  a	
  person	
  can	
  selec%vely	
  pick	
  
      out	
  one	
  s%mulus	
  from	
  a	
  mixture	
  of	
  s%muli	
  occurring	
  
      simultaneously.




Saturday 1 September 2012                                                              3
Which	
  line	
  is	
  the	
  longest?

                            1

                            2

                            3




Saturday 1 September 2012                     4
Which	
  line	
  is	
  the	
  longest?

                            1

                            2

                            3

                                              Müller-Lyer optical illusion




Saturday 1 September 2012                                                    4
Which	
  Orange	
  Circle	
  is	
  bigger?




Saturday 1 September 2012                         5
Which	
  Orange	
  Circle	
  is	
  bigger?




                                   Ebbinghaus optical illusion

Saturday 1 September 2012                                        5
Saturday 1 September 2012   6
Pet	
  Plant	
  Research	
  @	
  an	
  elderly	
  Nursing	
  Home




Saturday 1 September 2012                                                7
Pet	
  Plant	
  Research	
  @	
  an	
  elderly	
  Nursing	
  Home




Saturday 1 September 2012                                                7
Student	
  Volunteers	
  @	
  Nursing	
  Home




Saturday 1 September 2012                            8
Student	
  Volunteers	
  @	
  Nursing	
  Home




Saturday 1 September 2012                            8
Why?



Saturday 1 September 2012          9
What	
  would	
  you	
  prefer?
                            A	
  lo)ery	
  %cket	
  with	
  a	
  random	
  number	
  
                                   or	
  a	
  number	
  you’ve	
  picked?




Saturday 1 September 2012                                                               10
What	
  would	
  you	
  prefer?
                            In	
  the	
  Casino,	
  if	
  you	
  toss	
  the	
  dice	
  
                            or	
  someone	
  else	
  tosses	
  the	
  dice?




Saturday 1 September 2012                                                                  11
What	
  would	
  you	
  prefer?
                            In	
  the	
  Casino,	
  if	
  you	
  toss	
  the	
  dice	
  
                            or	
  someone	
  else	
  tosses	
  the	
  dice?
                        Do you think it will
                        make any difference?


Saturday 1 September 2012                                                                  11
Illusion	
  of	
  Control
      Our	
  desire	
  to	
  control	
  is	
  so	
  powerful	
  that	
  the	
  feeling	
  
      of	
  being	
  in	
  control	
  is	
  so	
  rewarding	
  that	
  people	
  oLen	
  
      act	
  as	
  though	
  they	
  can	
  control	
  the	
  uncontrollable.




Saturday 1 September 2012                                                                    12
Electrical	
  Shock	
  Research
         High	
  Volts	
  Shock	
  Group	
  vs.	
  Low	
  Volts	
  Shock	
  Group
      	
  5	
  shocks	
  of	
  5	
  volts	
  each	
  vs.	
  3	
  shocks	
  of	
  2-­‐4	
  volts	
  each
                     Every	
  10	
  seconds	
  vs.	
  Random	
  %me	
  interval




Saturday 1 September 2012                                                                                 13
Electrical	
  Shock	
  Research
         High	
  Volts	
  Shock	
  Group	
  vs.	
  Low	
  Volts	
  Shock	
  Group
      	
  5	
  shocks	
  of	
  5	
  volts	
  each	
  vs.	
  3	
  shocks	
  of	
  2-­‐4	
  volts	
  each
       Which Group would have
                     Every	
  10	
  seconds	
  vs.	
  Random	
  %me	
  interval
    sweated more, whose heart beats
    would be faster and who claimed
           to be more afraid?

Saturday 1 September 2012                                                                                 13
Uncertainty




Saturday 1 September 2012   14
Uncertainty



                          Why?
                   Our desire to Control


Saturday 1 September 2012                  14
How	
  do	
  we	
  deal	
  with	
  Uncertainty?




Saturday 1 September 2012                              15
How	
  do	
  we	
  deal	
  with	
  Uncertainty?




Saturday 1 September 2012                              15
How	
  do	
  we	
  deal	
  with	
  Uncertainty?




Saturday 1 September 2012                              15
How	
  do	
  we	
  deal	
  with	
  Uncertainty?




Saturday 1 September 2012                              15
How	
  do	
  we	
  deal	
  with	
  Uncertainty?




Saturday 1 September 2012                              15
Predictability	
  Paradox




Saturday 1 September 2012        16
How to Organize a
             Children's Party?
        A video by Dave Snowden
                            http://www.youtube.com/watch?v=Miwb92eZaJg




Saturday 1 September 2012                                                17
Saturday 1 September 2012   18
Saturday 1 September 2012   19
Why is there only ONE
                Toyota or Apple today?



Saturday 1 September 2012                20
Products & Processes are like haircuts
     Copying someone else’s rarely works
Saturday 1 September 2012                     21
Retrospec%ve	
  Coherence




Saturday 1 September 2012        22
Retrospec%ve	
  Coherence




        Hindsight does not lead to foresight!




Saturday 1 September 2012                       22
ME



Saturday 1 September 2012        23
Saturday 1 September 2012   24
Tech Talks!




Saturday 1 September 2012                 25
Saturday 1 September 2012   26
Taking ownership of
                              a simple process

                                         Adapted from Jeff Patton


Saturday 1 September 2012                                           27
The	
  Ball	
  Point	
  Game




Saturday 1 September 2012           28
The	
  Ball	
  Point	
  Game
      Your	
  goal:
           As	
  a	
  team	
  predictably	
  "process"	
  the	
  most	
  number	
  	
  of	
  balls	
  in	
  a	
  round	
  by	
  passing	
  a	
  
            ball	
  to	
  each	
  member
           You	
  have	
  3	
  rounds	
  to	
  get	
  the	
  best	
  score	
  you	
  can




Saturday 1 September 2012                                                                                                                           28
The	
  Ball	
  Point	
  Game
      Your	
  goal:
           As	
  a	
  team	
  predictably	
  "process"	
  the	
  most	
  number	
  	
  of	
  balls	
  in	
  a	
  round	
  by	
  passing	
  a	
  
            ball	
  to	
  each	
  member
           You	
  have	
  3	
  rounds	
  to	
  get	
  the	
  best	
  score	
  you	
  can

      Simple	
  structure:
           Predict	
  the	
  number	
  of	
  balls	
  you	
  can	
  process

           Pass	
  balls	
  for	
  2	
  minutes	
  (no	
  more,	
  no	
  less)

           Take	
  2	
  minute	
  to	
  discuss	
  and	
  improve	
  your	
  strategy




Saturday 1 September 2012                                                                                                                           28
The	
  Ball	
  Point	
  Game
      Your	
  goal:
           As	
  a	
  team	
  predictably	
  "process"	
  the	
  most	
  number	
  	
  of	
  balls	
  in	
  a	
  round	
  by	
  passing	
  a	
  
            ball	
  to	
  each	
  member
           You	
  have	
  3	
  rounds	
  to	
  get	
  the	
  best	
  score	
  you	
  can

      Simple	
  structure:
           Predict	
  the	
  number	
  of	
  balls	
  you	
  can	
  process

           Pass	
  balls	
  for	
  2	
  minutes	
  (no	
  more,	
  no	
  less)

           Take	
  2	
  minute	
  to	
  discuss	
  and	
  improve	
  your	
  strategy

      Simple	
  rules:
           Everyone	
  must	
  touch	
  the	
  ball	
  for	
  it	
  to	
  be	
  “done”

           The	
  ball	
  must	
  have	
  “air	
  %me”	
  -­‐	
  it	
  must	
  be	
  tossed	
  or	
  dropped	
  between	
  team	
  members


Saturday 1 September 2012                                                                                                                           28
Core	
  Agile	
  concepts	
  learned?




                                             Adapted from Jeff Patton
Saturday 1 September 2012                                           29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  




                                                                                   Adapted from Jeff Patton
Saturday 1 September 2012                                                                                 29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  
      Certain	
  kind	
  of	
  es%mates	
  improves	
  with	
  frequent	
  measurement	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  
      Certain	
  kind	
  of	
  es%mates	
  improves	
  with	
  frequent	
  measurement	
  
      Velocity	
  is	
  agile’s	
  language	
  for	
  measuring	
  throughput	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  
      Certain	
  kind	
  of	
  es%mates	
  improves	
  with	
  frequent	
  measurement	
  
      Velocity	
  is	
  agile’s	
  language	
  for	
  measuring	
  throughput	
  
      Visibility	
  of	
  work	
  helps	
  us	
  make	
  improvement	
  decisions	
  




                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  
      Certain	
  kind	
  of	
  es%mates	
  improves	
  with	
  frequent	
  measurement	
  
      Velocity	
  is	
  agile’s	
  language	
  for	
  measuring	
  throughput	
  
      Visibility	
  of	
  work	
  helps	
  us	
  make	
  improvement	
  decisions	
  
      Reflec7on:	
  observing,	
  measuring	
  &	
  changing	
  is	
  the	
  means	
  for	
  
       process	
  improvement


                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
Core	
  Agile	
  concepts	
  learned?
      Ideal	
  processes	
  use	
  a	
  simple	
  framework	
  -­‐	
  like	
  a	
  game	
  
      Changing	
  your	
  strategies	
  &	
  tac7cs,	
  not	
  the	
  framework,	
  allow	
  you	
  
       to	
  improve	
  
      Process	
  improvement	
  comes	
  from	
  change	
  
      Skill	
  improvement	
  come	
  from	
  prac7ce	
  
      Certain	
  kind	
  of	
  es%mates	
  improves	
  with	
  frequent	
  measurement	
  
      Velocity	
  is	
  agile’s	
  language	
  for	
  measuring	
  throughput	
  
      Visibility	
  of	
  work	
  helps	
  us	
  make	
  improvement	
  decisions	
  
      Reflec7on:	
  observing,	
  measuring	
  &	
  changing	
  is	
  the	
  means	
  for	
  
       process	
  improvement
      Team	
  work	
  is	
  an	
  individual	
  skill

                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                               29
“Simple, clear purpose and
                principles give rise to complex
                    and intelligent behavior.

                      Complex rules and
                 regulations give rise to simple
                     and stupid behavior.”

                            Dee Hock
Saturday 1 September 2012                          30
Your	
  SoLware	
  Development	
  Game?
      What	
  would	
  be:
        Your	
  goal
        Simple	
  structure
        Simple	
  rules




Saturday 1 September 2012                      31
The	
  Agile	
  Game




                            Adapted from Jeff Patton
Saturday 1 September 2012                          32
The	
  Agile	
  Game
      Your	
  goal:
           As	
  a	
  team,	
  predictably	
  deliver	
  max	
  value	
  to	
  users	
  &	
  stakeholders




                                                                                 Adapted from Jeff Patton
Saturday 1 September 2012                                                                                    32
The	
  Agile	
  Game
      Your	
  goal:
           As	
  a	
  team,	
  predictably	
  deliver	
  max	
  value	
  to	
  users	
  &	
  stakeholders

      Simple	
  structure:	
  
           As	
  a	
  team,	
  set	
  a	
  goal	
  &	
  plan	
  to	
  accomplish	
  the	
  work	
  
           Deliver	
  working	
  solu%on	
  by	
  the	
  end	
  of	
  a	
  fixed	
  cycle	
  
           Reflect	
  &	
  improve	
  your	
  Product,	
  Plan,	
  People	
  and	
  Process




                                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                                          32
The	
  Agile	
  Game
      Your	
  goal:
           As	
  a	
  team,	
  predictably	
  deliver	
  max	
  value	
  to	
  users	
  &	
  stakeholders

      Simple	
  structure:	
  
           As	
  a	
  team,	
  set	
  a	
  goal	
  &	
  plan	
  to	
  accomplish	
  the	
  work	
  
           Deliver	
  working	
  solu%on	
  by	
  the	
  end	
  of	
  a	
  fixed	
  cycle	
  
           Reflect	
  &	
  improve	
  your	
  Product,	
  Plan,	
  People	
  and	
  Process

      Simple	
  rules:
           Whole	
  team	
  works	
  together	
  &	
  takes	
  responsibility	
  for	
  the	
  outcome
           Progress	
  and	
  quality	
  must	
  be	
  kept	
  visible
           Finished	
  work	
  (working	
  solu%on)	
  is	
  the	
  only	
  measure	
  of	
  progress

                                                                                            Adapted from Jeff Patton
Saturday 1 September 2012                                                                                          32
Saturday 1 September 2012   33
Agile Origins


Saturday 1 September 2012                   33
SoLware	
  Engineering?




Saturday 1 September 2012    34
SoLware	
  Engineering?



                            Crea%ng	
  SoLware	
  is	
  a	
  CraL.
       Conver%ng	
  source	
  code	
  to	
  executable	
  
              is	
  the	
  engineering	
  bit.



Saturday 1 September 2012                                            34
IEEE	
  defines	
  SoLware	
  Engineering	
  as...


         “Software Engineering is the application of
         a systematic, disciplined, quantifiable
         approach to development, operation and
         maintenance of software: that is, the
         application of engineering to software.”
                                  IEEE Standard Computer Dictionary,
                                          ISBN 1-55937-079-3, 1990



Saturday 1 September 2012                                              35
Who	
  used	
  SoLware	
  Engineering?




Saturday 1 September 2012                     36
Who	
  used	
  SoLware	
  Engineering?




Saturday 1 September 2012                     36
For the space shuttle’s operating system
Saturday 1 September 2012                                              37
Some	
  Sta%s%cs
     NASA’s	
  Defect	
  Density




Saturday 1 September 2012          38
Some	
  Sta%s%cs
     NASA’s	
  Defect	
  Density


         The	
  last	
  11	
  versions	
  of	
  the	
  
        space	
  shu)le’s	
  420,000	
  line	
  
          systems	
  had	
  a	
  total	
  of	
  17	
  
                         defects.	
  




Saturday 1 September 2012                                 38
Some	
  Sta%s%cs
     NASA’s	
  Defect	
  Density


         The	
  last	
  11	
  versions	
  of	
  the	
  
        space	
  shu)le’s	
  420,000	
  line	
  
          systems	
  had	
  a	
  total	
  of	
  17	
  
                         defects.	
  




Saturday 1 September 2012                                 38
One	
  More	
  Data	
  Point




Saturday 1 September 2012           39
One	
  More	
  Data	
  Point




Saturday 1 September 2012           39
Another	
  real	
  
     soLware	
  engineering	
  project




Saturday 1 September 2012                40
Another	
  real	
  
     soLware	
  engineering	
  project

  Safeguard - Ballistic Missile Defense System




Saturday 1 September 2012                        40
Another	
  real	
  
     soLware	
  engineering	
  project

  Safeguard - Ballistic Missile Defense System                                             18
                                                                  20
         1969-­‐1975,	
  5407	
  person	
  years                                  code &
                                                                                 unit test
         Hardware	
  designed	
  at	
  the	
  same	
                design
                                                                                   18 %
                                                                     20 %
         Ame	
  as	
  soBware	
  specs	
  being	
  
         wriDen
                                                                 reqmts
         Late	
  changes	
  in	
  requirements	
  not	
           20 %
                                                            20               integration
         an	
  opAon
                                                                               testing
                                                                                42 %

                                                                                     42




Saturday 1 September 2012                                                                       40
Another	
  real	
  
     soLware	
  engineering	
  project

  Safeguard - Ballistic Missile Defense System                                             18
                                                                  20
         1969-­‐1975,	
  5407	
  person	
  years                                  code &
                                                                                 unit test
         Hardware	
  designed	
  at	
  the	
  same	
                design
                                                                                   18 %
                                                                     20 %
         Ame	
  as	
  soBware	
  specs	
  being	
  
         wriDen
                                                                 reqmts
         Late	
  changes	
  in	
  requirements	
  not	
           20 %
                                                            20               integration
         an	
  opAon
                                                                               testing
                                                                                42 %

                                                                                     42
      Did it Succeed?


Saturday 1 September 2012                                                                       40
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…




Saturday 1 September 2012                                     41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics




Saturday 1 September 2012                                     41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics
          The	
  project	
  was	
  delivered	
  according	
  to	
  specifica%ons	
  




Saturday 1 September 2012                                                             41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics
          The	
  project	
  was	
  delivered	
  according	
  to	
  specifica%ons	
  

          Cost:	
  $25	
  Billion	
  (not	
  adjusted)




Saturday 1 September 2012                                                             41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics
          The	
  project	
  was	
  delivered	
  according	
  to	
  specifica%ons	
  

          Cost:	
  $25	
  Billion	
  (not	
  adjusted)

          1969-­‐1975,	
  5407	
  person	
  years




Saturday 1 September 2012                                                             41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics
          The	
  project	
  was	
  delivered	
  according	
  to	
  specifica%ons	
  

          Cost:	
  $25	
  Billion	
  (not	
  adjusted)

          1969-­‐1975,	
  5407	
  person	
  years


           Operational for 133 days - Project terminated in 1978




Saturday 1 September 2012                                                             41
Safeguard	
  Ballis%c	
  Missile	
  Defense	
  System…

     Revised Project Statistics
          The	
  project	
  was	
  delivered	
  according	
  to	
  specifica%ons	
  

          Cost:	
  $25	
  Billion	
  (not	
  adjusted)

          1969-­‐1975,	
  5407	
  person	
  years


           Operational for 133 days - Project terminated in 1978

         ‘By the time the 6-year anti-missile system project was
          completed, the new missiles were faster than the anti-
                             missile missiles’

Saturday 1 September 2012                                                             41
Where do things go
                                wrong?


Saturday 1 September 2012                        42
Requirements are
                                stable


Saturday 1 September 2012                      43
Technology is well
                known and mature


Saturday 1 September 2012              44
Everything goes as
                   expected/planned


Saturday 1 September 2012                45
We’ve a great deal of
                        expertise having
                       done the same thing
                        many times before
Saturday 1 September 2012                      46
Heavy weight methods work
     well when the previous
         points are valid


Saturday 1 September 2012      47
Projects with those
                    characteristics are few
                       and far between.


Saturday 1 September 2012                     48
Heavy	
  Weight	
  Methodologies




Saturday 1 September 2012               49
Heavy	
  Weight	
  Methodologies


                  Heavy weight methodologies
                  work in some instances, but
                  there are high costs, and the
                  risk in using them in dynamic
                  environments is high.



Saturday 1 September 2012                         49
The	
  Business	
  Case	
  for	
  Agile	
  Development
          We	
  need	
  to	
  do	
  be)er	
  than	
  this	
  ….




                                                                   IT Projects
                                                                  Succeeded
                                                                  Failed
                                                                  Challenged




             Chaos	
  Report	
  2006.	
  Standish	
  Group




Saturday 1 September 2012                                                        50
Project	
  Overruns….




Saturday 1 September 2012    51
Feature	
  Use
        O@en	
  or	
  Always	
  
        Used:	
  20%
                                                                                              Rarely
                                           Some%mes                                            19%
                                              16%

                                                                                                                      Never
                                                                                                                       45%
                 OLen
                  13%

                                   Always
                                     7%                                                       Rarely	
  or	
  Never
                                                                                              Used:	
  64%
Standish	
  Group	
  study	
  reported	
  at	
  XP2002	
  by	
  Jim	
  Johnson,	
  Chairman



Saturday 1 September 2012                                                                                                     52
Can	
  We	
  Predict	
  What	
  We	
  Need	
  ?
                            How	
  significant	
  is	
  requirements	
  change	
  on	
  a	
  project?	
  
                            “The	
  average	
  project	
  has	
  30%	
  requirements	
  change”




Saturday 1 September 2012                                                                                  53
Why Agile?


Saturday 1 September 2012                54
Albert Einstein
Saturday 1 September 2012   55
A perfection of means, and
  confusion of aims, seems to be
        our main problem.




  Albert Einstein
Saturday 1 September 2012          55
Process	
  is	
  a	
  placebo




                                    56
Saturday 1 September 2012             56
Process	
  is	
  a	
  placebo




      Jared	
  spool’s	
  tricks	
  to	
  Dogma	
  conAnuum	
  arranges	
  
      terminology	
  from	
  improvisaAon	
  to	
  atrophy
                                                                             56
Saturday 1 September 2012                                                      56
Process is built on values and
                principles and tailored to fit its
                            context


                                             Src: Jeff Patton
Saturday 1 September 2012                                   57
Src: Jeff Patton
Saturday 1 September 2012                  58
Lower	
  cost	
  of	
  change	
  curve


                                 Traditional cost profile




Saturday 1 September 2012                                   59
Lower	
  cost	
  of	
  change	
  curve


                                 Traditional cost profile




                                  Agile system cost profile




Saturday 1 September 2012                                     59
Clear	
  communica%on	
  is	
  the	
  founda%on




                            “I’m glad we’re all agreed then.”

Saturday 1 September 2012                                       60
Get	
  mental	
  models	
  out	
  on	
  the	
  table




                               “Ah...”

Saturday 1 September 2012                                   61
Convergence	
  through	
  itera%on




                            “Ah!”

Saturday 1 September 2012                 62
A	
  genuinely	
  shared	
  understanding




                            “I’m glad we’re all agreed then.”

Saturday 1 September 2012                                       63
Tradi%onal	
  soLware	
  development	
  fixes	
  scope	
  
     then	
  es%mates	
  to	
  figure	
  out	
  %me	
  and	
  cost




                                  Traditional
                                   software
                                 development




                               Src: Jeff Patton
Saturday 1 September 2012                                           64
Tradi%onal	
  soLware	
  development	
  fixes	
  scope	
  
     then	
  es%mates	
  to	
  figure	
  out	
  %me	
  and	
  cost


                                     Scope




                                      Traditional
                                       software
                                     development


                            Time                        Cost
                                                    (resources)


                                   Src: Jeff Patton
Saturday 1 September 2012                                           64
Tradi%onal	
  soLware	
  development	
  fixes	
  scope	
  
     then	
  es%mates	
  to	
  figure	
  out	
  %me	
  and	
  cost


                                     Scope




                                      Traditional
                                       software
                                     development


                            Time                        Cost
                                                    (resources)


                                   Src: Jeff Patton
Saturday 1 September 2012                                           64
Tradi%onal	
  soLware	
  development	
  fixes	
  scope	
  
     then	
  es%mates	
  to	
  figure	
  out	
  %me	
  and	
  cost


                                     Scope




                                      Traditional
                                       software
                                     development


                            Time                        Cost
                                                    (resources)


                                   Src: Jeff Patton
Saturday 1 September 2012                                           64
Agile	
  development	
  fixes	
  %me	
  and	
  cost,	
  then	
  leverages	
  
     itera%on	
  and	
  incremen%ng	
  to	
  maximize	
  scope	
  


                                      Scope




                                       Traditional
                                        software
                                      development


                            Time                         Cost
                                                     (resources)


                                      Src: Jeff Patton
Saturday 1 September 2012                                                           65
Agile	
  development	
  fixes	
  %me	
  and	
  cost,	
  then	
  leverages	
  
     itera%on	
  and	
  incremen%ng	
  to	
  maximize	
  scope	
  


                            Scope




                             Traditional
                              software
                            development


                  Time                         Cost
                                           (resources)


                                               Src: Jeff Patton
Saturday 1 September 2012                                                           65
Agile	
  development	
  fixes	
  %me	
  and	
  cost,	
  then	
  leverages	
  
     itera%on	
  and	
  incremen%ng	
  to	
  maximize	
  scope	
  


                            Scope

                                                                  Agile software
                                                                  development




                             Traditional
                              software
                            development


                  Time                         Cost
                                           (resources)


                                               Src: Jeff Patton
Saturday 1 September 2012                                                           65
Agile	
  development	
  fixes	
  %me	
  and	
  cost,	
  then	
  leverages	
  
     itera%on	
  and	
  incremen%ng	
  to	
  maximize	
  scope	
  

                                                                                       Cost
                            Scope                     Time                         (resources)

                                                                  Agile software
                                                                  development




                             Traditional
                              software
                            development


                  Time                         Cost
                                           (resources)


                                               Src: Jeff Patton
Saturday 1 September 2012                                                                        65
Agile	
  development	
  fixes	
  %me	
  and	
  cost,	
  then	
  leverages	
  
     itera%on	
  and	
  incremen%ng	
  to	
  maximize	
  scope	
  

                                                                                       Cost
                            Scope                     Time                         (resources)

                                                                  Agile software
                                                                  development




                             Traditional
                              software
                            development


                  Time                         Cost                Scope
                                           (resources)


                                               Src: Jeff Patton
Saturday 1 September 2012                                                                        65
Leverage	
  a	
  shared	
  understanding	
  of	
  desired	
  product	
  
     goals	
  to	
  minimize	
  scope	
  while	
  maximizing	
  value

                                                                                Cost
                            Scope                   Time                    (resources)

                                                           Agile software
                                                           development




                             Traditional
                              software
                            development


                  Time                         Cost         Scope
                                           (resources)


   Src: Jeff Patton
Saturday 1 September 2012                                                                 66
Leverage	
  a	
  shared	
  understanding	
  of	
  desired	
  product	
  
     goals	
  to	
  minimize	
  scope	
  while	
  maximizing	
  value

                                                                                Cost
                            Scope                   Time                    (resources)

                                                           Agile software
                                                           development




                             Traditional
                              software
                            development


                  Time                         Cost         Scope
                                           (resources)

                                                    Target business goals &
   Src: Jeff Patton                                       outcomes
Saturday 1 September 2012                                                                 66
Building	
  Quality	
  into	
  the	
  Process




                                       Toyoda Loom




Saturday 1 September 2012                            67
Focus	
  on	
  Throughput




                                                      Utilization (%)
               Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc


Saturday 1 September 2012                                                                                   68
Tradi%onal	
  Process




Saturday 1 September 2012    69
Tradi%onal	
  Process




Saturday 1 September 2012    69
Applying	
  Lean	
  Principles	
  
     to	
  SoLware	
  Development




Saturday 1 September 2012                 70
Applying	
  Lean	
  Principles	
  
     to	
  SoLware	
  Development




       End-to-End
       small slices
       of work

Saturday 1 September 2012                 70
Applying	
  Lean	
  Principles	
  
     to	
  SoLware	
  Development




       End-to-End
       small slices             20 % done = 100 % usable
       of work

Saturday 1 September 2012                                  70
Lean	
  Principles	
  applied	
  
     to	
  SoLware	
  Development	
  
     Project Plan/Estimation
     Requirements Gathering

                               Use Cases /
                               Functional Specs

                                              Design
                                              Specifications

                                                               Code


                                                                          Test


                                                                                     Fix / Integrate       $
    Inception


                                                  $


                                                                      $


                                                                                 $


                                                                                                       $




Saturday 1 September 2012                                                                                      71
Itera%ve




                            Adapted from Jeff Patton



Saturday 1 September 2012                              72
Itera%ve




                            Adapted from Jeff Patton



Saturday 1 September 2012                              72
Itera%ve




                            Adapted from Jeff Patton



Saturday 1 September 2012                              72
Itera%ve




                            Adapted from Jeff Patton



Saturday 1 September 2012                              72
Incremental




                            Adapted from Jeff Patton



Saturday 1 September 2012                              73
Incremental




                            Adapted from Jeff Patton



Saturday 1 September 2012                              73
Incremental




                            Adapted from Jeff Patton



Saturday 1 September 2012                              73
Incremental




                            Adapted from Jeff Patton



Saturday 1 September 2012                              73
Itera%ve	
  AND	
  Incremental




                            Adapted from Jeff Patton



Saturday 1 September 2012                              74
Itera%ve	
  AND	
  Incremental




                • Mix	
  the	
  strategies:
                –Iterate to	
  find	
  and	
  improve	
  soluAons
                –Increment to	
  add	
  funcAonality	
  

                            Adapted from Jeff Patton



Saturday 1 September 2012                                          74
Itera%ve	
  AND	
  Incremental




                • Mix	
  the	
  strategies:
                –Iterate to	
  find	
  and	
  improve	
  soluAons
                –Increment to	
  add	
  funcAonality	
  

                            Adapted from Jeff Patton



Saturday 1 September 2012                                          74
Itera%ve	
  AND	
  Incremental




                • Mix	
  the	
  strategies:
                –Iterate to	
  find	
  and	
  improve	
  soluAons
                –Increment to	
  add	
  funcAonality	
  

                            Adapted from Jeff Patton



Saturday 1 September 2012                                          74
Itera%ve	
  AND	
  Incremental




                • Mix	
  the	
  strategies:
                –Iterate to	
  find	
  and	
  improve	
  soluAons
                –Increment to	
  add	
  funcAonality	
  

                            Adapted from Jeff Patton



Saturday 1 September 2012                                          74
Itera%ve	
  AND	
  Incremental




                • Mix	
  the	
  strategies:
                –Iterate to	
  find	
  and	
  improve	
  soluAons
                –Increment to	
  add	
  funcAonality	
  

                            Adapted from Jeff Patton



Saturday 1 September 2012                                          74
Agile
                            Birth of a new Software Movement!




Saturday 1 September 2012                                       75
Agile	
  has	
  evolved	
  over	
  many	
  years




                            Src: Jeff Patton

Saturday 1 September 2012                               76
2000




Saturday 1 September 2012   77
2000

  XP | Extreme Programming (Kent Beck)

  DSDM | Dynamic System Development Method (Dane Faulkner)

  FDD | Feature Driven Development (Jeff DeLuca)

  SCRUM (Ken Schwaber)

  Crystal (Alistair Cockburn)

  Adaptive Software Development (Jim Highsmith)

  Lean Software Development (Mary Poppendieck)

Saturday 1 September 2012                                    77
Agile	
  Umbrella


                                                             Agile




                            XP                                                                Scrum

                                 DSDM                                                   FDD


                                        Adaptive                            Pragmatic

                                                   Crystal           Lean


Saturday 1 September 2012                                                                             78
Agile Manifesto




Saturday 1 September 2012                     79
Agile Manifesto

     “We are uncovering better ways of developing software by doing it and helping others do
      it. Through this work we have come to value:




Saturday 1 September 2012                                                                      79
Agile Manifesto

     “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 and interactions OVER processes and tools.




Saturday 1 September 2012                                                                      79
Agile Manifesto

     “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 and interactions OVER processes and tools.
        – Working software OVER comprehensive documentation.




Saturday 1 September 2012                                                                      79
Agile Manifesto

     “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 and interactions OVER processes and tools.
        – Working software OVER comprehensive documentation.
        – Customer collaboration OVER contract negotiation.




Saturday 1 September 2012                                                                      79
Agile Manifesto

     “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 and interactions OVER processes and tools.
        – Working software OVER comprehensive documentation.
        – Customer collaboration OVER contract negotiation.
        – Responding to change OVER following a plan.




Saturday 1 September 2012                                                                      79
Agile Manifesto

     “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 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.”




                            © 2001 Agile Alliance. http://www.agilemanifesto.org


Saturday 1 September 2012                                                                         79
Agile Manifesto Principles



Saturday 1 September 2012               80
Our highest priority is to satisfy
     the customer through early and
        continuous delivery of
           valuable software.




Saturday 1 September 2012                  81
Welcome changing
       requirements, even late in
       development. Agile processes
     harness change for the customer's
       competitive advantage.



Saturday 1 September 2012                82
Deliver working software
   frequently, from a couple of
 weeks to a couple of months, with a
     preference to the shorter
             timescale.



Saturday 1 September 2012          83
Business people and developers
            must work together daily
               throughout the project.




Saturday 1 September 2012                   84
Build projects around
      motivated
   individuals. Give
them the environment
    and support they
 need, and trust them
  to get the job done.
Saturday 1 September 2012   85
The most efficient and effective
 method of conveying information to
  and within a development team is
  face-to-face conversation.




Saturday 1 September 2012         86
Working software is the primary
           measure of progress.




Saturday 1 September 2012                 87
Agile processes promote
 sustainable development. The
sponsors, developers, and users should
  be able to maintain a constant pace
              indefinitely.




Saturday 1 September 2012            88
Simplicity
 the art of maximizing the amount of
            work not done
             is essential.




Saturday 1 September 2012          89
Continuous attention to technical
  excellence and good design
         enhances agility.




Saturday 1 September 2012       90
The best architectures,
 requirements, and designs emerge
  from self-organizing teams.




Saturday 1 September 2012       91
At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
       its behavior accordingly.




Saturday 1 September 2012        92
It	
  turns	
  out...




Saturday 1 September 2012    93
It	
  turns	
  out...
          	
  Ziv's	
  law	
  -­‐	
  specifica%ons	
  will	
  never	
  be	
  fully	
  understood.




Saturday 1 September 2012                                                                          93
It	
  turns	
  out...
          	
  Ziv's	
  law	
  -­‐	
  specifica%ons	
  will	
  never	
  be	
  fully	
  understood.

          	
  Humphrey's	
  law	
  -­‐	
  the	
  user	
  will	
  never	
  know	
  what	
  they	
  want	
  un%l	
  
          aLer	
  the	
  system	
  is	
  in	
  produc%on	
  (maybe	
  not	
  even	
  then)




Saturday 1 September 2012                                                                                            93
It	
  turns	
  out...
          	
  Ziv's	
  law	
  -­‐	
  specifica%ons	
  will	
  never	
  be	
  fully	
  understood.

          	
  Humphrey's	
  law	
  -­‐	
  the	
  user	
  will	
  never	
  know	
  what	
  they	
  want	
  un%l	
  
          aLer	
  the	
  system	
  is	
  in	
  produc%on	
  (maybe	
  not	
  even	
  then)

          	
  Wegner's	
  lemma	
  -­‐	
  an	
  interac%ve	
  system	
  can	
  never	
  be	
  fully	
  
          specified	
  nor	
  can	
  it	
  ever	
  be	
  fully	
  tested.	
  




Saturday 1 September 2012                                                                                            93
It	
  turns	
  out...
          	
  Ziv's	
  law	
  -­‐	
  specifica%ons	
  will	
  never	
  be	
  fully	
  understood.

          	
  Humphrey's	
  law	
  -­‐	
  the	
  user	
  will	
  never	
  know	
  what	
  they	
  want	
  un%l	
  
          aLer	
  the	
  system	
  is	
  in	
  produc%on	
  (maybe	
  not	
  even	
  then)

          	
  Wegner's	
  lemma	
  -­‐	
  an	
  interac%ve	
  system	
  can	
  never	
  be	
  fully	
  
          specified	
  nor	
  can	
  it	
  ever	
  be	
  fully	
  tested.	
  

          	
  Langdon's	
  lemma	
  -­‐	
  soLware	
  evolves	
  more	
  rapidly	
  as	
  it	
  
          approaches	
  chao%c	
  regions	
  (taking	
  care	
  not	
  to	
  spill	
  over	
  into	
  
          chaos)




Saturday 1 September 2012                                                                                            93
It	
  turns	
  out...
          	
  Ziv's	
  law	
  -­‐	
  specifica%ons	
  will	
  never	
  be	
  fully	
  understood.

          	
  Humphrey's	
  law	
  -­‐	
  the	
  user	
  will	
  never	
  know	
  what	
  they	
  want	
  un%l	
  
          aLer	
  the	
  system	
  is	
  in	
  produc%on	
  (maybe	
  not	
  even	
  then)

          	
  Wegner's	
  lemma	
  -­‐	
  an	
  interac%ve	
  system	
  can	
  never	
  be	
  fully	
  
          specified	
  nor	
  can	
  it	
  ever	
  be	
  fully	
  tested.	
  

          	
  Langdon's	
  lemma	
  -­‐	
  soLware	
  evolves	
  more	
  rapidly	
  as	
  it	
  
          approaches	
  chao%c	
  regions	
  (taking	
  care	
  not	
  to	
  spill	
  over	
  into	
  
          chaos)



                    Any association of predictive or defined processes
                    with Agile is an exercise in futility. - Jeff
Saturday 1 September 2012                                                                                            93
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health




   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery




   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery
      2. ReflecAve	
  improvement




   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery
      2. ReflecAve	
  improvement
      3. Close	
  communicaAon




   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery
      2. ReflecAve	
  improvement
      3. Close	
  communicaAon
      4. Focus




   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery
      2. ReflecAve	
  improvement
      3. Close	
  communicaAon
      4. Focus
      5. Personal	
  safety



   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery
      2. ReflecAve	
  improvement
      3. Close	
  communicaAon
      4. Focus
      5. Personal	
  safety
      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement
      3. Close	
  communicaAon
      4. Focus
      5. Personal	
  safety
      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement                                 8. Sunny	
  day	
  visibility

      3. Close	
  communicaAon
      4. Focus
      5. Personal	
  safety
      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement                                 8. Sunny	
  day	
  visibility

      3. Close	
  communicaAon                                   9. Regular	
  cadence

      4. Focus
      5. Personal	
  safety
      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement                                 8. Sunny	
  day	
  visibility

      3. Close	
  communicaAon                                   9. Regular	
  cadence

      4. Focus                                                   10.High	
  energy

      5. Personal	
  safety
      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement                                 8. Sunny	
  day	
  visibility

      3. Close	
  communicaAon                                   9. Regular	
  cadence

      4. Focus                                                   10.High	
  energy

      5. Personal	
  safety                                      11.Empowered	
  teams

      6. Easy	
  access	
  to	
  experts


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Treat	
  agile	
  principles	
  as	
  “proper%es”	
  you	
  
     use	
  to	
  assess	
  process	
  health

      1. Frequent	
  delivery                                    7. Strong	
  technical	
  environment

      2. ReflecAve	
  improvement                                 8. Sunny	
  day	
  visibility

      3. Close	
  communicaAon                                   9. Regular	
  cadence

      4. Focus                                                   10.High	
  energy

      5. Personal	
  safety                                      11.Empowered	
  teams

      6. Easy	
  access	
  to	
  experts                         12.DisrupAve	
  change


   Performing	
  a	
  simple	
  process	
  health	
  checkup:	
  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2	
  

Saturday 1 September 2012                                                                                            94
Our	
  Team	
  Rooms




Saturday 1 September 2012   95
Our	
  plans	
  looks	
  like	
  this




                                 Source : ThoughtWorks

Saturday 1 September 2012                                96
some	
  more	
  plans…




Saturday 1 September 2012     97
src: ThoughtWorks India
Saturday 1 September 2012                             98
Work or Fun or Both?




                            src: ThoughtWorks India
Saturday 1 September 2012                             99
Work or Fun or Both?




                            src: ThoughtWorks India
Saturday 1 September 2012                             99
Agile Evolution



Saturday 1 September 2012                     100
Agile	
  Umbrella


                                                             Agile




                            XP                                                                Scrum

                                 DSDM                                                   FDD


                                        Adaptive                            Pragmatic

                                                   Crystal           Lean


Saturday 1 September 2012                                                                             101
Agile	
  become...

                              Agile


                                      XP

                            Scrum




Saturday 1 September 2012                  102
Saturday 1 September 2012   103
Balance discovery with delivery
    Discovery:
understanding the
right product to
       build




                            Delivery: building
                             product right
    Src: Jeff Patton
Saturday 1 September 2012                        104
Then	
  came	
  along...

                                       Agile Ecosystem

                                          Agile
                            Agile-UX               XP
                                                               Lean
                                           Scrum



                                                    Product
                                                   Discovery




Saturday 1 September 2012                                             105
High Level View of an Agile Process




                            Src: Jeff Patton
Saturday 1 September 2012                      106
Then	
  came	
  along...

                                       Agile Ecosystem

                                          Agile
                            Agile-UX
                                                   XP
                                                               Lean
                                           Scrum
                                                    Kanban



                                                    Product
                                                   Discovery




Saturday 1 September 2012                                             107
Where did Agile Originate?




                                  Src: Jeff Patton
Saturday 1 September 2012                            108
Where	
  Agile	
  appears	
  to	
  work	
  best?
                       Unknown
            Solution
                       Known




                                 Known             Unknown
                                         Problem
                                                        Src: Eric Ries
Saturday 1 September 2012                                                109
Where	
  Agile	
  appears	
  to	
  work	
  best?
                       Unknown




                                     le
            Solution




                                 gi
                       Known



                                 A


                                     Known             Unknown
                                             Problem
                                                            Src: Eric Ries
Saturday 1 September 2012                                                    109
Where	
  Agile	
  appears	
  to	
  work	
  best?
                       Unknown




                                                        ??
                                     le
            Solution




                                 gi
                       Known



                                 A


                                     Known             Unknown
                                             Problem
                                                             Src: Eric Ries
Saturday 1 September 2012                                                     109
Kaizen vs. Kaikaku




Saturday 1 September 2012                        110
Currently...
                                     Agile
                                   Ecosystem
                                                        Lean
                                        Agile          Startup

                            Agile-UX             XP
                                                              Lean
                                            Scrum Kanban

                                  Dev-OPs

                                                   Product
                                                  Discovery




Saturday 1 September 2012                                            111
The	
  Future

                                             Lean Startup
                                CD           Pivot
                               Costumer
                              Development                                  CD
                                                Agile                     Continuous
                                                                           Delivery


                                                               XP
                            Agile-UX
                                                      Scrum                   Lean
                                                              Kanban


                                            Dev-OPs                            MVP
                                                               Product
                                                              Discovery




Saturday 1 September 2012                                                              112
Saturday 1 September 2012   113
Organizations have habits, and
               they will stick to their habits
               even at the risk of their own
                         survival.
                             Brad Anderson, CEO, Best Buy



Saturday 1 September 2012                                   114
Organizational structures have a short life...
               Nobody likes to reorganize, and you
             always run the risk that you distract your
             employees and lose focus on customers.
               But if you don't do it, you lose your
                        competitive edge.
                            Nancy McKinstry, CEO, Wolters Kluwer



Saturday 1 September 2012                                      115
Saturday 1 September 2012   116
Saturday 1 September 2012   117
Innovation




Saturday 1 September 2012                118
Metrics Mess




Saturday 1 September 2012                  119
Saturday 1 September 2012   120
Knowledge Islands
                                  Metrics Mess




Saturday 1 September 2012                        121
Saturday 1 September 2012   122
Be	
  careful	
  not	
  to…




                                   Naresh Jain
                                   naresh@agilefaqs.com
                                        twitter: @nashjain
                                    http://nareshjain.com
Saturday 1 September 2012                                123
Be	
  careful	
  not	
  to…




                                   Naresh Jain
              Ques%ons?            naresh@agilefaqs.com
                                        twitter: @nashjain
                                    http://nareshjain.com
Saturday 1 September 2012                                123
Be	
  careful	
  not	
  to…




                                   Naresh Jain
              Ques%ons?            naresh@agilefaqs.com
                                        twitter: @nashjain
                                    http://nareshjain.com
Saturday 1 September 2012                                123

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Agile Way of Dealing with Uncertainty in a Complex Adaptive World

  • 1. Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.com Saturday 1 September 2012 1
  • 2. Agile Way of dealing with Uncertainty in a Complex Adaptive World Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.com Saturday 1 September 2012 1
  • 3. Video on Selective Attention http://www.youtube.com/watch?v=vJG698U2Mvo Saturday 1 September 2012 2
  • 4. Selec%ve  A)en%on The  process  by  which  a  person  can  selec%vely  pick   out  one  s%mulus  from  a  mixture  of  s%muli  occurring   simultaneously. Saturday 1 September 2012 3
  • 5. Which  line  is  the  longest? 1 2 3 Saturday 1 September 2012 4
  • 6. Which  line  is  the  longest? 1 2 3 Müller-Lyer optical illusion Saturday 1 September 2012 4
  • 7. Which  Orange  Circle  is  bigger? Saturday 1 September 2012 5
  • 8. Which  Orange  Circle  is  bigger? Ebbinghaus optical illusion Saturday 1 September 2012 5
  • 10. Pet  Plant  Research  @  an  elderly  Nursing  Home Saturday 1 September 2012 7
  • 11. Pet  Plant  Research  @  an  elderly  Nursing  Home Saturday 1 September 2012 7
  • 12. Student  Volunteers  @  Nursing  Home Saturday 1 September 2012 8
  • 13. Student  Volunteers  @  Nursing  Home Saturday 1 September 2012 8
  • 15. What  would  you  prefer? A  lo)ery  %cket  with  a  random  number   or  a  number  you’ve  picked? Saturday 1 September 2012 10
  • 16. What  would  you  prefer? In  the  Casino,  if  you  toss  the  dice   or  someone  else  tosses  the  dice? Saturday 1 September 2012 11
  • 17. What  would  you  prefer? In  the  Casino,  if  you  toss  the  dice   or  someone  else  tosses  the  dice? Do you think it will make any difference? Saturday 1 September 2012 11
  • 18. Illusion  of  Control Our  desire  to  control  is  so  powerful  that  the  feeling   of  being  in  control  is  so  rewarding  that  people  oLen   act  as  though  they  can  control  the  uncontrollable. Saturday 1 September 2012 12
  • 19. Electrical  Shock  Research High  Volts  Shock  Group  vs.  Low  Volts  Shock  Group  5  shocks  of  5  volts  each  vs.  3  shocks  of  2-­‐4  volts  each Every  10  seconds  vs.  Random  %me  interval Saturday 1 September 2012 13
  • 20. Electrical  Shock  Research High  Volts  Shock  Group  vs.  Low  Volts  Shock  Group  5  shocks  of  5  volts  each  vs.  3  shocks  of  2-­‐4  volts  each Which Group would have Every  10  seconds  vs.  Random  %me  interval sweated more, whose heart beats would be faster and who claimed to be more afraid? Saturday 1 September 2012 13
  • 22. Uncertainty Why? Our desire to Control Saturday 1 September 2012 14
  • 23. How  do  we  deal  with  Uncertainty? Saturday 1 September 2012 15
  • 24. How  do  we  deal  with  Uncertainty? Saturday 1 September 2012 15
  • 25. How  do  we  deal  with  Uncertainty? Saturday 1 September 2012 15
  • 26. How  do  we  deal  with  Uncertainty? Saturday 1 September 2012 15
  • 27. How  do  we  deal  with  Uncertainty? Saturday 1 September 2012 15
  • 29. How to Organize a Children's Party? A video by Dave Snowden http://www.youtube.com/watch?v=Miwb92eZaJg Saturday 1 September 2012 17
  • 32. Why is there only ONE Toyota or Apple today? Saturday 1 September 2012 20
  • 33. Products & Processes are like haircuts Copying someone else’s rarely works Saturday 1 September 2012 21
  • 35. Retrospec%ve  Coherence Hindsight does not lead to foresight! Saturday 1 September 2012 22
  • 38. Tech Talks! Saturday 1 September 2012 25
  • 40. Taking ownership of a simple process Adapted from Jeff Patton Saturday 1 September 2012 27
  • 41. The  Ball  Point  Game Saturday 1 September 2012 28
  • 42. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  can Saturday 1 September 2012 28
  • 43. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  can Simple  structure:  Predict  the  number  of  balls  you  can  process  Pass  balls  for  2  minutes  (no  more,  no  less)  Take  2  minute  to  discuss  and  improve  your  strategy Saturday 1 September 2012 28
  • 44. The  Ball  Point  Game Your  goal:  As  a  team  predictably  "process"  the  most  number    of  balls  in  a  round  by  passing  a   ball  to  each  member  You  have  3  rounds  to  get  the  best  score  you  can Simple  structure:  Predict  the  number  of  balls  you  can  process  Pass  balls  for  2  minutes  (no  more,  no  less)  Take  2  minute  to  discuss  and  improve  your  strategy Simple  rules:  Everyone  must  touch  the  ball  for  it  to  be  “done”  The  ball  must  have  “air  %me”  -­‐  it  must  be  tossed  or  dropped  between  team  members Saturday 1 September 2012 28
  • 45. Core  Agile  concepts  learned? Adapted from Jeff Patton Saturday 1 September 2012 29
  • 46. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 47. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 48. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 49. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 50. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 51. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 52. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions   Adapted from Jeff Patton Saturday 1 September 2012 29
  • 53. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions    Reflec7on:  observing,  measuring  &  changing  is  the  means  for   process  improvement Adapted from Jeff Patton Saturday 1 September 2012 29
  • 54. Core  Agile  concepts  learned?  Ideal  processes  use  a  simple  framework  -­‐  like  a  game    Changing  your  strategies  &  tac7cs,  not  the  framework,  allow  you   to  improve    Process  improvement  comes  from  change    Skill  improvement  come  from  prac7ce    Certain  kind  of  es%mates  improves  with  frequent  measurement    Velocity  is  agile’s  language  for  measuring  throughput    Visibility  of  work  helps  us  make  improvement  decisions    Reflec7on:  observing,  measuring  &  changing  is  the  means  for   process  improvement  Team  work  is  an  individual  skill Adapted from Jeff Patton Saturday 1 September 2012 29
  • 55. “Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” Dee Hock Saturday 1 September 2012 30
  • 56. Your  SoLware  Development  Game? What  would  be:  Your  goal  Simple  structure  Simple  rules Saturday 1 September 2012 31
  • 57. The  Agile  Game Adapted from Jeff Patton Saturday 1 September 2012 32
  • 58. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Adapted from Jeff Patton Saturday 1 September 2012 32
  • 59. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Simple  structure:    As  a  team,  set  a  goal  &  plan  to  accomplish  the  work    Deliver  working  solu%on  by  the  end  of  a  fixed  cycle    Reflect  &  improve  your  Product,  Plan,  People  and  Process Adapted from Jeff Patton Saturday 1 September 2012 32
  • 60. The  Agile  Game Your  goal:  As  a  team,  predictably  deliver  max  value  to  users  &  stakeholders Simple  structure:    As  a  team,  set  a  goal  &  plan  to  accomplish  the  work    Deliver  working  solu%on  by  the  end  of  a  fixed  cycle    Reflect  &  improve  your  Product,  Plan,  People  and  Process Simple  rules:  Whole  team  works  together  &  takes  responsibility  for  the  outcome  Progress  and  quality  must  be  kept  visible  Finished  work  (working  solu%on)  is  the  only  measure  of  progress Adapted from Jeff Patton Saturday 1 September 2012 32
  • 62. Agile Origins Saturday 1 September 2012 33
  • 64. SoLware  Engineering? Crea%ng  SoLware  is  a  CraL. Conver%ng  source  code  to  executable   is  the  engineering  bit. Saturday 1 September 2012 34
  • 65. IEEE  defines  SoLware  Engineering  as... “Software Engineering is the application of a systematic, disciplined, quantifiable approach to development, operation and maintenance of software: that is, the application of engineering to software.” IEEE Standard Computer Dictionary, ISBN 1-55937-079-3, 1990 Saturday 1 September 2012 35
  • 66. Who  used  SoLware  Engineering? Saturday 1 September 2012 36
  • 67. Who  used  SoLware  Engineering? Saturday 1 September 2012 36
  • 68. For the space shuttle’s operating system Saturday 1 September 2012 37
  • 69. Some  Sta%s%cs NASA’s  Defect  Density Saturday 1 September 2012 38
  • 70. Some  Sta%s%cs NASA’s  Defect  Density The  last  11  versions  of  the   space  shu)le’s  420,000  line   systems  had  a  total  of  17   defects.   Saturday 1 September 2012 38
  • 71. Some  Sta%s%cs NASA’s  Defect  Density The  last  11  versions  of  the   space  shu)le’s  420,000  line   systems  had  a  total  of  17   defects.   Saturday 1 September 2012 38
  • 72. One  More  Data  Point Saturday 1 September 2012 39
  • 73. One  More  Data  Point Saturday 1 September 2012 39
  • 74. Another  real   soLware  engineering  project Saturday 1 September 2012 40
  • 75. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense System Saturday 1 September 2012 40
  • 76. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense System 18 20 1969-­‐1975,  5407  person  years code & unit test Hardware  designed  at  the  same   design 18 % 20 % Ame  as  soBware  specs  being   wriDen reqmts Late  changes  in  requirements  not   20 % 20 integration an  opAon testing 42 % 42 Saturday 1 September 2012 40
  • 77. Another  real   soLware  engineering  project Safeguard - Ballistic Missile Defense System 18 20 1969-­‐1975,  5407  person  years code & unit test Hardware  designed  at  the  same   design 18 % 20 % Ame  as  soBware  specs  being   wriDen reqmts Late  changes  in  requirements  not   20 % 20 integration an  opAon testing 42 % 42 Did it Succeed? Saturday 1 September 2012 40
  • 78. Safeguard  Ballis%c  Missile  Defense  System… Saturday 1 September 2012 41
  • 79. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics Saturday 1 September 2012 41
  • 80. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Saturday 1 September 2012 41
  • 81. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) Saturday 1 September 2012 41
  • 82. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  years Saturday 1 September 2012 41
  • 83. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  years Operational for 133 days - Project terminated in 1978 Saturday 1 September 2012 41
  • 84. Safeguard  Ballis%c  Missile  Defense  System… Revised Project Statistics The  project  was  delivered  according  to  specifica%ons   Cost:  $25  Billion  (not  adjusted) 1969-­‐1975,  5407  person  years Operational for 133 days - Project terminated in 1978 ‘By the time the 6-year anti-missile system project was completed, the new missiles were faster than the anti- missile missiles’ Saturday 1 September 2012 41
  • 85. Where do things go wrong? Saturday 1 September 2012 42
  • 86. Requirements are stable Saturday 1 September 2012 43
  • 87. Technology is well known and mature Saturday 1 September 2012 44
  • 88. Everything goes as expected/planned Saturday 1 September 2012 45
  • 89. We’ve a great deal of expertise having done the same thing many times before Saturday 1 September 2012 46
  • 90. Heavy weight methods work well when the previous points are valid Saturday 1 September 2012 47
  • 91. Projects with those characteristics are few and far between. Saturday 1 September 2012 48
  • 93. Heavy  Weight  Methodologies Heavy weight methodologies work in some instances, but there are high costs, and the risk in using them in dynamic environments is high. Saturday 1 September 2012 49
  • 94. The  Business  Case  for  Agile  Development We  need  to  do  be)er  than  this  …. IT Projects Succeeded Failed Challenged Chaos  Report  2006.  Standish  Group Saturday 1 September 2012 50
  • 96. Feature  Use O@en  or  Always   Used:  20% Rarely Some%mes 19% 16% Never 45% OLen 13% Always 7% Rarely  or  Never Used:  64% Standish  Group  study  reported  at  XP2002  by  Jim  Johnson,  Chairman Saturday 1 September 2012 52
  • 97. Can  We  Predict  What  We  Need  ? How  significant  is  requirements  change  on  a  project?   “The  average  project  has  30%  requirements  change” Saturday 1 September 2012 53
  • 98. Why Agile? Saturday 1 September 2012 54
  • 99. Albert Einstein Saturday 1 September 2012 55
  • 100. A perfection of means, and confusion of aims, seems to be our main problem. Albert Einstein Saturday 1 September 2012 55
  • 101. Process  is  a  placebo 56 Saturday 1 September 2012 56
  • 102. Process  is  a  placebo Jared  spool’s  tricks  to  Dogma  conAnuum  arranges   terminology  from  improvisaAon  to  atrophy 56 Saturday 1 September 2012 56
  • 103. Process is built on values and principles and tailored to fit its context Src: Jeff Patton Saturday 1 September 2012 57
  • 104. Src: Jeff Patton Saturday 1 September 2012 58
  • 105. Lower  cost  of  change  curve Traditional cost profile Saturday 1 September 2012 59
  • 106. Lower  cost  of  change  curve Traditional cost profile Agile system cost profile Saturday 1 September 2012 59
  • 107. Clear  communica%on  is  the  founda%on “I’m glad we’re all agreed then.” Saturday 1 September 2012 60
  • 108. Get  mental  models  out  on  the  table “Ah...” Saturday 1 September 2012 61
  • 109. Convergence  through  itera%on “Ah!” Saturday 1 September 2012 62
  • 110. A  genuinely  shared  understanding “I’m glad we’re all agreed then.” Saturday 1 September 2012 63
  • 111. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Traditional software development Src: Jeff Patton Saturday 1 September 2012 64
  • 112. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 64
  • 113. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 64
  • 114. Tradi%onal  soLware  development  fixes  scope   then  es%mates  to  figure  out  %me  and  cost Scope Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 64
  • 115. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 65
  • 116. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 65
  • 117. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Scope Agile software development Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 65
  • 118. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Cost Scope Time (resources) Agile software development Traditional software development Time Cost (resources) Src: Jeff Patton Saturday 1 September 2012 65
  • 119. Agile  development  fixes  %me  and  cost,  then  leverages   itera%on  and  incremen%ng  to  maximize  scope   Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Src: Jeff Patton Saturday 1 September 2012 65
  • 120. Leverage  a  shared  understanding  of  desired  product   goals  to  minimize  scope  while  maximizing  value Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Src: Jeff Patton Saturday 1 September 2012 66
  • 121. Leverage  a  shared  understanding  of  desired  product   goals  to  minimize  scope  while  maximizing  value Cost Scope Time (resources) Agile software development Traditional software development Time Cost Scope (resources) Target business goals & Src: Jeff Patton outcomes Saturday 1 September 2012 66
  • 122. Building  Quality  into  the  Process Toyoda Loom Saturday 1 September 2012 67
  • 123. Focus  on  Throughput Utilization (%) Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc Saturday 1 September 2012 68
  • 124. Tradi%onal  Process Saturday 1 September 2012 69
  • 125. Tradi%onal  Process Saturday 1 September 2012 69
  • 126. Applying  Lean  Principles   to  SoLware  Development Saturday 1 September 2012 70
  • 127. Applying  Lean  Principles   to  SoLware  Development End-to-End small slices of work Saturday 1 September 2012 70
  • 128. Applying  Lean  Principles   to  SoLware  Development End-to-End small slices 20 % done = 100 % usable of work Saturday 1 September 2012 70
  • 129. Lean  Principles  applied   to  SoLware  Development   Project Plan/Estimation Requirements Gathering Use Cases / Functional Specs Design Specifications Code Test Fix / Integrate $ Inception $ $ $ $ Saturday 1 September 2012 71
  • 130. Itera%ve Adapted from Jeff Patton Saturday 1 September 2012 72
  • 131. Itera%ve Adapted from Jeff Patton Saturday 1 September 2012 72
  • 132. Itera%ve Adapted from Jeff Patton Saturday 1 September 2012 72
  • 133. Itera%ve Adapted from Jeff Patton Saturday 1 September 2012 72
  • 134. Incremental Adapted from Jeff Patton Saturday 1 September 2012 73
  • 135. Incremental Adapted from Jeff Patton Saturday 1 September 2012 73
  • 136. Incremental Adapted from Jeff Patton Saturday 1 September 2012 73
  • 137. Incremental Adapted from Jeff Patton Saturday 1 September 2012 73
  • 138. Itera%ve  AND  Incremental Adapted from Jeff Patton Saturday 1 September 2012 74
  • 139. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff Patton Saturday 1 September 2012 74
  • 140. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff Patton Saturday 1 September 2012 74
  • 141. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff Patton Saturday 1 September 2012 74
  • 142. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff Patton Saturday 1 September 2012 74
  • 143. Itera%ve  AND  Incremental • Mix  the  strategies: –Iterate to  find  and  improve  soluAons –Increment to  add  funcAonality   Adapted from Jeff Patton Saturday 1 September 2012 74
  • 144. Agile Birth of a new Software Movement! Saturday 1 September 2012 75
  • 145. Agile  has  evolved  over  many  years Src: Jeff Patton Saturday 1 September 2012 76
  • 147. 2000 XP | Extreme Programming (Kent Beck) DSDM | Dynamic System Development Method (Dane Faulkner) FDD | Feature Driven Development (Jeff DeLuca) SCRUM (Ken Schwaber) Crystal (Alistair Cockburn) Adaptive Software Development (Jim Highsmith) Lean Software Development (Mary Poppendieck) Saturday 1 September 2012 77
  • 148. Agile  Umbrella Agile XP Scrum DSDM FDD Adaptive Pragmatic Crystal Lean Saturday 1 September 2012 78
  • 149. Agile Manifesto Saturday 1 September 2012 79
  • 150. Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Saturday 1 September 2012 79
  • 151. Agile Manifesto “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 and interactions OVER processes and tools. Saturday 1 September 2012 79
  • 152. Agile Manifesto “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 and interactions OVER processes and tools. – Working software OVER comprehensive documentation. Saturday 1 September 2012 79
  • 153. Agile Manifesto “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 and interactions OVER processes and tools. – Working software OVER comprehensive documentation. – Customer collaboration OVER contract negotiation. Saturday 1 September 2012 79
  • 154. Agile Manifesto “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 and interactions OVER processes and tools. – Working software OVER comprehensive documentation. – Customer collaboration OVER contract negotiation. – Responding to change OVER following a plan. Saturday 1 September 2012 79
  • 155. Agile Manifesto “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 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.” © 2001 Agile Alliance. http://www.agilemanifesto.org Saturday 1 September 2012 79
  • 156. Agile Manifesto Principles Saturday 1 September 2012 80
  • 157. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Saturday 1 September 2012 81
  • 158. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Saturday 1 September 2012 82
  • 159. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Saturday 1 September 2012 83
  • 160. Business people and developers must work together daily throughout the project. Saturday 1 September 2012 84
  • 161. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Saturday 1 September 2012 85
  • 162. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Saturday 1 September 2012 86
  • 163. Working software is the primary measure of progress. Saturday 1 September 2012 87
  • 164. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Saturday 1 September 2012 88
  • 165. Simplicity the art of maximizing the amount of work not done is essential. Saturday 1 September 2012 89
  • 166. Continuous attention to technical excellence and good design enhances agility. Saturday 1 September 2012 90
  • 167. The best architectures, requirements, and designs emerge from self-organizing teams. Saturday 1 September 2012 91
  • 168. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Saturday 1 September 2012 92
  • 169. It  turns  out... Saturday 1 September 2012 93
  • 170. It  turns  out...  Ziv's  law  -­‐  specifica%ons  will  never  be  fully  understood. Saturday 1 September 2012 93
  • 171. It  turns  out...  Ziv's  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphrey's  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then) Saturday 1 September 2012 93
  • 172. It  turns  out...  Ziv's  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphrey's  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegner's  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.   Saturday 1 September 2012 93
  • 173. It  turns  out...  Ziv's  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphrey's  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegner's  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.    Langdon's  lemma  -­‐  soLware  evolves  more  rapidly  as  it   approaches  chao%c  regions  (taking  care  not  to  spill  over  into   chaos) Saturday 1 September 2012 93
  • 174. It  turns  out...  Ziv's  law  -­‐  specifica%ons  will  never  be  fully  understood.  Humphrey's  law  -­‐  the  user  will  never  know  what  they  want  un%l   aLer  the  system  is  in  produc%on  (maybe  not  even  then)  Wegner's  lemma  -­‐  an  interac%ve  system  can  never  be  fully   specified  nor  can  it  ever  be  fully  tested.    Langdon's  lemma  -­‐  soLware  evolves  more  rapidly  as  it   approaches  chao%c  regions  (taking  care  not  to  spill  over  into   chaos) Any association of predictive or defined processes with Agile is an exercise in futility. - Jeff Saturday 1 September 2012 93
  • 175. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 176. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 177. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 178. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 179. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 180. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 181. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 182. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 183. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 184. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 185. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 186. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 11.Empowered  teams 6. Easy  access  to  experts Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 187. Treat  agile  principles  as  “proper%es”  you   use  to  assess  process  health 1. Frequent  delivery 7. Strong  technical  environment 2. ReflecAve  improvement 8. Sunny  day  visibility 3. Close  communicaAon 9. Regular  cadence 4. Focus 10.High  energy 5. Personal  safety 11.Empowered  teams 6. Easy  access  to  experts 12.DisrupAve  change Performing  a  simple  process  health  checkup:  h)p://www.s%ckyminds.com/s.asp?F=S15474_COL_2   Saturday 1 September 2012 94
  • 188. Our  Team  Rooms Saturday 1 September 2012 95
  • 189. Our  plans  looks  like  this Source : ThoughtWorks Saturday 1 September 2012 96
  • 190. some  more  plans… Saturday 1 September 2012 97
  • 191. src: ThoughtWorks India Saturday 1 September 2012 98
  • 192. Work or Fun or Both? src: ThoughtWorks India Saturday 1 September 2012 99
  • 193. Work or Fun or Both? src: ThoughtWorks India Saturday 1 September 2012 99
  • 194. Agile Evolution Saturday 1 September 2012 100
  • 195. Agile  Umbrella Agile XP Scrum DSDM FDD Adaptive Pragmatic Crystal Lean Saturday 1 September 2012 101
  • 196. Agile  become... Agile XP Scrum Saturday 1 September 2012 102
  • 197. Saturday 1 September 2012 103
  • 198. Balance discovery with delivery Discovery: understanding the right product to build Delivery: building product right Src: Jeff Patton Saturday 1 September 2012 104
  • 199. Then  came  along... Agile Ecosystem Agile Agile-UX XP Lean Scrum Product Discovery Saturday 1 September 2012 105
  • 200. High Level View of an Agile Process Src: Jeff Patton Saturday 1 September 2012 106
  • 201. Then  came  along... Agile Ecosystem Agile Agile-UX XP Lean Scrum Kanban Product Discovery Saturday 1 September 2012 107
  • 202. Where did Agile Originate? Src: Jeff Patton Saturday 1 September 2012 108
  • 203. Where  Agile  appears  to  work  best? Unknown Solution Known Known Unknown Problem Src: Eric Ries Saturday 1 September 2012 109
  • 204. Where  Agile  appears  to  work  best? Unknown le Solution gi Known A Known Unknown Problem Src: Eric Ries Saturday 1 September 2012 109
  • 205. Where  Agile  appears  to  work  best? Unknown ?? le Solution gi Known A Known Unknown Problem Src: Eric Ries Saturday 1 September 2012 109
  • 206. Kaizen vs. Kaikaku Saturday 1 September 2012 110
  • 207. Currently... Agile Ecosystem Lean Agile Startup Agile-UX XP Lean Scrum Kanban Dev-OPs Product Discovery Saturday 1 September 2012 111
  • 208. The  Future Lean Startup CD Pivot Costumer Development CD Agile Continuous Delivery XP Agile-UX Scrum Lean Kanban Dev-OPs MVP Product Discovery Saturday 1 September 2012 112
  • 209. Saturday 1 September 2012 113
  • 210. Organizations have habits, and they will stick to their habits even at the risk of their own survival. Brad Anderson, CEO, Best Buy Saturday 1 September 2012 114
  • 211. Organizational structures have a short life... Nobody likes to reorganize, and you always run the risk that you distract your employees and lose focus on customers. But if you don't do it, you lose your competitive edge. Nancy McKinstry, CEO, Wolters Kluwer Saturday 1 September 2012 115
  • 212. Saturday 1 September 2012 116
  • 213. Saturday 1 September 2012 117
  • 215. Metrics Mess Saturday 1 September 2012 119
  • 216. Saturday 1 September 2012 120
  • 217. Knowledge Islands Metrics Mess Saturday 1 September 2012 121
  • 218. Saturday 1 September 2012 122
  • 219. Be  careful  not  to… Naresh Jain naresh@agilefaqs.com twitter: @nashjain http://nareshjain.com Saturday 1 September 2012 123
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