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The Cornerstone of Agile: Why it works, Why it hurts
- 1. The Cornerstone of Agile:
Why it works, Why it hurts
Dr. Alistair Cockburn
http://Alistair.Cockburn.us
©Alistair Cockburn 2012
- 2. 2
Agile Manifesto, 2001
People !
Individuals and interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiations
Responding to change over following a plan
Where is the magic?
©Alistair Cockburn 2012
- 3. 3
“The Magic Happens Here”
the 1st value of the Manifesto
make it work
make it hurt
the magic in the method
the limits on our brilliant ideas
we can say that distance hurts
we can’t say if 2 people will work well together
©Alistair Cockburn 2012
- 5. 5
People ...
Deciding
… they don’t understand
which keeps changing
To an interpreter unforgiving of error
Making decisions
every decision has economic consequences
and resources are limited.
©Alistair Cockburn 2012
- 6. 6
People issues determine a project’s speed
Can they easily detect something needs attention?
(Good at Looking Around)
Will they care enough to do something about it?
(Pride-in-work; Amicability)
Can they effectively pass along the information?
(Proximity; face-to-face)
©Alistair Cockburn 2012
- 7. 7
People are non-linear, spontaneous
Weak on: Strong on:
Discipline Communicating
Consistency Looking around
Changing habits Copy / modify
Following instructions
Motivated by: Unpredictable in small groups
Pride in work Divorced couples
Pride in contributing Spontaneous likes / dislikes
Pride in accomplishment Mood sensitive
Not tied to “theory”
©Alistair Cockburn 2012
- 8. 8
Some parts are covered by theory
Courtesy of
RoleModel Software
©Alistair Cockburn 2012
- 9. 9
Face-to-face is the most effective - Try Video
Communication Effectiveness
2 people at
whiteboard
2 people
on phone
Videotape
(Courtesy of Thoughtworks, inc.)
2 people
on chat
Paper
Richness of communication channel
©Alistair Cockburn 2012
- 10. 10
Information transfers faster with proximity
(Distance Hurts)
Very effective.
Kim Pat
Still Effective. Kim Pat
$50,000 /yr penalty.
Kim Pat
$150,000 penalty.
Kim
Pat
©Alistair Cockburn 2012
- 11. 11
Semi-open office configuration.
Photo courtesy of Thoughtworks corp.
©Alistair Cockburn 2012
- 13. 13
We can learn from an office plan
Kitchen Programming work
Meeting
Private work
Library
convection currents,
drafts,
communities.
Courtesy of Ken Auer,
RoleModel Software, Inc.
©Alistair Cockburn 2012
- 14. 14
Information radiators:
large, public and changing by hour/day/week ...
A c c e p ta n c e T e st S c o r e s
Acceptance Tests
250
200
150
100
Courtesy of Thoughtworks 50
0
1 2 3 4 5 6 7 8 9 10
M o n th
Correc t T e s ts
Courtesy Ron Jeffries
©Alistair Cockburn 2012
- 15. 15
People are the cornerstone of agile development
Deciding
… they don’t understand
which keeps changing
It works, it hurts … just don’t ever forget it
©Alistair Cockburn 2012