Agile Management Craftsmanship
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Agile is not enough. What are the other philosophies, processes, and practices that are critical to creating successful products?
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Agile Management Craftsmanship
- 1. Agile Management Craftsmanship Andrew Cox @coxandrew
- 2. Andrew Cox @coxandrew • Software Development Manager at Autodesk • Scrum Master • Co-organizer of PittAgile • Co-founder of SkillBonsai
- 6. Agile in a nutshell
- 8. Agile Fundamentals • Cross-functional, self-organizing team
- 9. Agile Fundamentals • Cross-functional, self-organizing team • Close cooperation with the customer
- 10. Agile Fundamentals • Cross-functional, self-organizing team • Close cooperation with the customer • Early and continuous delivery of value
- 11. Agile Fundamentals • Cross-functional, self-organizing team • Close cooperation with the customer • Early and continuous delivery of value • Design at the last responsible moment
- 12. Agile Fundamentals • Cross-functional, self-organizing team • Close cooperation with the customer • Early and continuous delivery of value • Design at the last responsible moment • Respond to change as a competitive advantage
- 13. Agile Fundamentals • Cross-functional, self-organizing team • Close cooperation with the customer • Early and continuous delivery of value • Design at the last responsible moment • Respond to change as a competitive advantage • Inspect and adapt through retrospectives
- 14. Has Agile jumped the shark?
- 16. Build the thing Right™
- 18. XP Engineering Practices • Coding Standards • Simple Design™ • Unit Test First (TDD) • Pair Programming • Continuous Integration
- 19. There is nothing so useless as doing efficiently that which should not be done at all. – Peter Durcker
- 21. First, build the right thing. – Mary Poppendieck
- 25. Get out of the building
- 28. Studies indicate that management is the biggest obstacle in transitions to Agile software development. – Jurgen Appelo
- 30. People have done this before
- 31. People have done this before and written books about it
- 34. Complexity Theory For every complex problem there is an answer that is clear, simple, and wrong. -- H.L. Mencken
- 35. 21st century is the age of complexity
- 37. Like raising a teenager
- 38. Autonomy
- 39. Autonomy Mastery
- 42. My advice to you • Build your personal brand • Join the community • Become a Software Craftsman • Your job is what you make of it
- 43. Build your personal brand • Github • Blog • Twitter • Stack Overflow • Speak at user groups, conferences, etc
- 44. Join the community • Seek out local user groups • Go to at least one conference a year • Find an online community (MU, IRC, forums)
- 45. Become a Software Craftsman • Start a regular practice habit • Attend a Code Retreat • Find a mentor • Read more books
- 46. Your job is what you make of it
- 47. Further Reading • The Agile Samurai by Jonathan Rasmusson • Scaling Lean and Agile by Craig Larman and Bas Vodde • The Lean Startup by Eric Ries • Management 3.0 by Jurgen Appelo
- 48. Thank you
Notes de l'éditeur
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- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- 80% of Agile teams are using Scrum.\n\nWhen people think Agile, they think Scrum.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- Now we’re building things efficiently.\n\nNo waste with Big Up-front Design.\n
- * It’s been 10 years - what’s next? What is “Post-Agile”?\n* Over 50% of projects are using Agile or some iterative development approach\n* Have we made it? Is Agile a success? Or is it already past its prime?\n\n* Progress on new projects is swift and everything seems great\n* Over time, as the code base grows, progress slows down\n* Predictability goes out the window\n* Project Management wonders why things are taking so long\n* The answer (typically): technical debt\n
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- Code quality was one of the original 12 principles of Agile, but is often forgotten:\n\n“Continuous attention to technical excellence and good design enhances agility.”\n
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- Agile and a focus on engineering practices have always gone hand-in-hand.\n\n“Continuous attention to technical excellence and good design enhances agility.”\n\nSO! Now we’re “building the thing right”. But ...\n
- ... building the thing Right™ isn’t good enough.\n
- NEXT: First, build the right thing.\n
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- Enter “The Lean Startup”\n\nEric Ries coined the term and process “Lean Startup”\n\nA scientific method for creating successful products. \n\nFocus on building products that have a product-market fit.\n\nClosest thing to “Post-Agile” we have.\n
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- Validate your idea before writing a line of code.\n\n* Start with a vision\n* Ask people what their pain is\n* Come back; ask about your solution ($$)\n* Try selling magical version of your product\n
- Entrepreneurs everywhere: a human institution designed to create new products and services under conditions of extreme uncertainty.\n\nEntrepreneurship management: A startup is an institution, not just a product, and so it requires a new kind of management specifically geared toward extreme uncertainty.\n\nValidated learning: Run frequent experiments to test your vision.\n\nInnovation accounting: how you measure progress, set milestones and prioritize work. Not vanity metrics.\n\nBuild-Measure-Learn: Fundamental activity - turn ideas into products, measure how customers respond, and learn whether to pivot or persevere.\n
- Goal: shorten all feedback loops.\n
- Ok - so now we’re looking pretty good.\n\nREVIEW:\n\nAgile: Efficiency, no waste\nSoftware Craftsmanship: Build the thing right\nCustomer Development: Build the right thing\n
- Ahh ... if only it were that easy.\n
- Agile is about managing software. \n\nAgile management is about managing complex systems of teams and projects.\n\nCraftsmanship is about continually improving at your craft.\n
- Fortunately ...\n
- ... there are no new problems.\n
- Scientific communities also suffer from silos. Most universities and research institutes are separated into scientific silos.\n\nMany phenomena can be observed across different fields (“local equilibriums” in economics and physics). “Discoveries” in mathematics turn out to have been solved years ago by meteorologists.\n\nComplexity thinking is the antidote to specialization in science. It recognizes patterns in systems across all scientific disciplines and promotes problem solving involving concepts from different fields.\n
- * “Scientific Management” was created in the late 19th century\n* Earliest attempts to apply engineering to management\n* About:\n * Efficiency and labor productivity\n * Top-down management\n * Rigid, command-and-control\n* Still in wide use today (military being the best example)\n
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- Stephen Hawking\n\nTo manage social complexity, need to understand how things grow. Not how they are built.\n\n* Organizations are networks\n* Management is primarily about people and their relationships\n* Think of your organization as a living system\n\n
- Managers cannot construct and steer a self-organizing team. \n\nInstead, a team must be grown and nurtured.\n\nNext: Raising a teenager\n
- No matter what you plan for, it’s not going to happen the way you want.\n\n* Make the vision and goals clear\n* Make the “why” clear - give them the tools to make good decisions\n* Embrace failure as learning opportunities\n* Build trust through small contracts\n* Mature directness (drugs, sex, or not pulling their weight on a project)\n\nNext slide: Autonomy, Mastery, Purpose\n
- Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
- Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
- Daniel Pink, author of “Drive”\n\n3 elements of true motivation. These are my 3 main responsibilities as an Agile Management Craftsman.\n
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- * CAT: “integrators, not implementors” => Started an in-house Java dev group\n* Vivisimo: UI made from XML and XSL => Started the UX Team, introduced Rails\n* Autodesk: Manager and Scrum Master => ??\n
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