A talk that I give on occation that outlines how Pivotal Labs uses agile software development practices to serve both their clients and their employees.

1. agile, the Pivotal way
20 years of experience
(condensed into some things that work for us)
Mike Gehard, Software Engineer @mikegehard mgehard@pivotallabs.com
Thursday, April 7, 2011

2. Pivotal Labs Snapshot
Thursday, April 7, 2011

3. Pivotal Labs Snapshot
• Founded 1989
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4. Pivotal Labs Snapshot
• Founded 1989
• Agile since mid ‘90s
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5. Pivotal Labs Snapshot
• Founded 1989
• Agile since mid ‘90s
• Rails since 2006
Thursday, April 7, 2011

6. Pivotal Labs Snapshot
• Founded 1989
• Agile since mid ‘90s
• Rails since 2006
• Approximately 100 people, and growing
Thursday, April 7, 2011

7. Pivotal Labs Snapshot
• Founded 1989
• Agile since mid ‘90s
• Rails since 2006
• Approximately 100 people, and growing
• HQ in San Francisco
Thursday, April 7, 2011

8. Pivotal Labs Snapshot
• Founded 1989
• Agile since mid ‘90s
• Rails since 2006
• Approximately 100 people, and growing
• HQ in San Francisco
• Regional offices in Boulder, New York and
Singapore
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9. ...starts with breakfast
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10. Title
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11. Title
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The Theory Behind Breakfast
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12. Followed by Standup
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13. Stand-Up for 50 People?
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14. Large Standup Covers Items of
Global Utility
• Introductions
• Anyone new to the office
• Help
• Anything anyone needs help on
• Interesting
• Anything of global interest or utility
• New techniques, interesting gotchas, events
• Stretch (optional)
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15. Title
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topics so they’re
forgotten
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16. The big standup is followed
by Team Standups
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17. Title
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...and then we start pairing
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18. Title
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...and then we start pairing
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19. Clients are
Close at Hand
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20. Title
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21. Title
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Wednesday Tech Talks
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22. Title
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...which we videotape
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23. ...and
Title share...
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http://pivotallabs.com/talks
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24. Title
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email station
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25. Title
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Phonebooths
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26. Title
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27. ...and people go home around 6.
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28. A Typical Day at Pivotal Labs SF
• 8:45 Breakfast
• 9:05 Standup
• 9:15-ish Team Standups
• Noonish Lunch
• 6:00 End of the work day
Pivot Pong as you wish
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29. A Typical Day at Pivotal Labs Boulder
• 7:45 Breakfast
• 8:05 Standup
• 8:15-ish Team Standups
• Noonish Lunch
• 5:00 End of the work day
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30. Why Sustainability Matters
(for bean counters)
• Predictable delivery is at a premium
• Tired developers introduce bugs
• Developer retention is important!
• Crunch time buys short-term productivity
at long-term cost
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31. Why Developer Happiness is
Important to the Business
• Leading Indicator: Developer Happiness strongly
correlated to Developer Productivity
Grunt Work = Money Wasted
• Happy developers are more focused
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32. Title
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Multiple Locations
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33. The New York Office
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34. Title
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Standup Agenda Whiteboard
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35. Pairing Stations
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36. Title
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Tech Talks
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37. Title
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Email Stations
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38. Title
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Community Events
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39. Boulder, Colorado
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40. Title
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Tras Street
Singapore
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41. Starting new offices
grongar
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42. Rotations
Ralph Hockens
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43. Title
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Simple Telepresence
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44. Title
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Meeting rooms all set up for
teleconferencing
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45. Cheap and Cheerful Telepresence
• Mac Mini
• HDTV
• iSight
• Snowball Mic
• Skype or iChat
• Total: about $1,500
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46. Remote Pairing
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47. What do you mean, agile?
Ralph Hockens
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48. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Title
Individuals and interactions over processes and tools
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Working Bulleted over comprehensive documentation
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Customer collaboration over contract negotiation
Responding to change over following a plan
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That is, while there is value in the items on
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the right, we value the items on the left more.
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Kent Beck
Mike Beedle
James Grenning
Jim Highsmith
Robert C. Martin
Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockburn Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick
© 2001, the above authors
this declaration may be freely copied in any form,
but only in its entirety through this notice.
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49. That’s nice... How do we do that?
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50. That’s nice... How do we do that?
• Business Driven
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51. That’s nice... How do we do that?
• Business Driven
• Iterative Development, with Short Iterations
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52. That’s nice... How do we do that?
• Business Driven
• Iterative Development, with Short Iterations
• Test/Behavior Driven Development
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53. That’s nice... How do we do that?
• Business Driven
• Iterative Development, with Short Iterations
• Test/Behavior Driven Development
• Continuous Integration/Releasability
Thursday, April 7, 2011

54. That’s nice... How do we do that?
• Business Driven
• Iterative Development, with Short Iterations
• Test/Behavior Driven Development
• Continuous Integration/Releasability
• Pair Programming
Thursday, April 7, 2011

55. That’s nice... How do we do that?
• Business Driven
• Iterative Development, with Short Iterations
• Test/Behavior Driven Development
• Continuous Integration/Releasability
• Pair Programming
• Productive Work Environment
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56. Business Driven
Accept Reject
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57. Business Driven
• Requirements come from business stakeholders
Accept Reject
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58. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
Accept Reject
Thursday, April 7, 2011

59. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
• Priorities are set by that Customer
Accept Reject
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60. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
• Priorities are set by that Customer
• The Customer can change priorities on anything unstarted
Accept Reject
Thursday, April 7, 2011

61. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
• Priorities are set by that Customer
• The Customer can change priorities on anything unstarted
• The Customer accepts the work in fine-grained increments
Accept Reject
Thursday, April 7, 2011

62. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
• Priorities are set by that Customer
• The Customer can change priorities on anything unstarted
• The Customer accepts the work in fine-grained increments
• The Customer is intimately aware of progress, and
projected completion dates Accept Reject
Thursday, April 7, 2011

63. Business Driven
• Requirements come from business stakeholders
• One designated Customer is empowered to make
decisions
• Priorities are set by that Customer
• The Customer can change priorities on anything unstarted
• The Customer accepts the work in fine-grained increments
• The Customer is intimately aware of progress, and
projected completion dates Accept Reject
• Closing the feedback loop is critical
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64. Iterative Development
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65. Iterative Development
• Feedback cycle is short
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66. Iterative Development
• Feedback cycle is short
• This keeps the cost of change low
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67. Iterative Development
• Feedback cycle is short
• This keeps the cost of change low
• Prevents unnecessary work
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68. Iterative Development
• Feedback cycle is short
• This keeps the cost of change low
• Prevents unnecessary work
• New insights to be gained from the work
we’ve already completed
Thursday, April 7, 2011

69. Iterative Development
• Feedback cycle is short
• This keeps the cost of change low
• Prevents unnecessary work
• New insights to be gained from the work
we’ve already completed
• Iterations are as short as we can make them
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70. TDD/BDD
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71. TDD/BDD
• Tell us when we’ve met the customer requirements
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72. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
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73. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
• Tell us when we haven’t, so we can refactor with impunity
Thursday, April 7, 2011

74. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
• Tell us when we haven’t, so we can refactor with impunity
• Writing tests first keeps us from over designing
Thursday, April 7, 2011

75. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
• Tell us when we haven’t, so we can refactor with impunity
• Writing tests first keeps us from over designing
• Writing tests first forces cleaner API design
Thursday, April 7, 2011

76. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
• Tell us when we haven’t, so we can refactor with impunity
• Writing tests first keeps us from over designing
• Writing tests first forces cleaner API design
• Leads to looser coupling and encourages higher cohesion
Thursday, April 7, 2011

77. TDD/BDD
• Tell us when we’ve met the customer requirements
• Tell us when we’ve broken behavior that used to work
• Tell us when we haven’t, so we can refactor with impunity
• Writing tests first keeps us from over designing
• Writing tests first forces cleaner API design
• Leads to looser coupling and encourages higher cohesion
• Good developer testing keeps the cost of change constant
Thursday, April 7, 2011

78. Test-Drive Everything!
•Rails, Ruby, of course
•JavaScript too!
•Mobile too!
Thursday, April 7, 2011

79. Title
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80. Title
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81. Continuous Integration,
Continuous Releasability
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82. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
Thursday, April 7, 2011

83. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
• Keep the build status visible, so you can fix it quickly
Thursday, April 7, 2011

84. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
• Keep the build status visible, so you can fix it quickly
• A broken build is a ‘stop the line’ event
Thursday, April 7, 2011

85. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
• Keep the build status visible, so you can fix it quickly
• A broken build is a ‘stop the line’ event
• Continuous releasability does not mean you release every
day.
Thursday, April 7, 2011

86. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
• Keep the build status visible, so you can fix it quickly
• A broken build is a ‘stop the line’ event
• Continuous releasability does not mean you release every
day.
• It just means you can.
Thursday, April 7, 2011

87. Continuous Integration,
Continuous Releasability
• Knowing when things break is critical to reducing the cost
of fixing defects.
• Keep the build status visible, so you can fix it quickly
• A broken build is a ‘stop the line’ event
• Continuous releasability does not mean you release every
day.
• It just means you can.
• Releases can be distracting, so weigh the cost of a
release against the value it adds to the business.
Thursday, April 7, 2011

88. Pair Programming
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89. Pair Programming
• Do we really have to pair?
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90. Pair Programming
• Do we really have to pair?
• Isn’t Pairing Slower?
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91. Pair Programming
• Do we really have to pair?
• Isn’t Pairing Slower?
• I don’t like pairing.
Thursday, April 7, 2011

92. Pair Programming
• Do we really have to pair?
• Isn’t Pairing Slower?
• I don’t like pairing.
• I’m shy.
Thursday, April 7, 2011

93. Pair Programming
• Do we really have to pair?
• Isn’t Pairing Slower?
• I don’t like pairing.
• I’m shy.
• I don’t want to look stupid.
Thursday, April 7, 2011

94. Do we really have to pair?
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95. Do we really have to pair?
•Yes, you do.
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96. Do we really have to pair?
•Yes, you do.
• ...but only if you want to be efficient
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97. Do we really have to pair?
•Yes, you do.
• ...but only if you want to be efficient
• This is one of the least-used practices, and
one of the most important.
Thursday, April 7, 2011

98. Do we really have to pair?
•Yes, you do.
• ...but only if you want to be efficient
• This is one of the least-used practices, and
one of the most important.
• And stop whining! You do it already when you
get stuck on something.
Thursday, April 7, 2011

99. What do developers really do all day?
• Coding
• Reading web pages about coding
• Stuck on some problem, unsure of:
• The right approach
• What the API for that object was
• How SQL indexes are selected
• How bind(this) works in JavaScript
• Checking email
• Checking news, stock price, staring blankly into space
Thursday, April 7, 2011

100. How does pairing help?
• 80/20 rule: You don’t get stuck, so you spend your
time on the most interesting part of the code.
• You talk through design, and refine before you code.
• You learn from your pair, everything from design and
testing techniques to (no)SQL, CSS, and JavaScript tips.
• Focus matters: Your pair keeps you paying attention,
and can smooth over disruptions
Thursday, April 7, 2011

101. How does pairing help?
• New team members: You’re really productive the first
hour, not marginally productive starting two weeks in
• They have a local sherpa to tell them how the code
they’re working on actually works.
• Knowledge Silos: Your bus number approaches ∞
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102. Pairing Combinations
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103. Pairing Combinations
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104. Pairing Combinations
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105. Pairing Combinations
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106. Pairing Combinations
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107. Pairing Combinations
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108. Anchors
ell brown
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109. All but the anchor
can swap out whenever
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110. Standard Development Workstation
• Keeping tools consistent across machines is
critical to high-rotation pairing.
• People don’t have their own machines, but sit
where their project is.
• Machines are re-imaged after each project
• A brand new machine is ready to use within 30
minutes of it showing up on the floor.
Thursday, April 7, 2011

111. Agile is not...
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112. Title
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...a religion.
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113. ...but a tool that works well
Terinea IT Support
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114. ...and that needs to be
renewed continuously.
donielle
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115. Retrospectives
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116. Company Meetings
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The Client Engagement
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119. Family
andresmh
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120. pedrosimoes7
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121. Family
jronaldlee
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122. Engaging with Pivotal Labs
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123. Start with an initial scoping...
toptechwriter
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124. Title
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... then comes the Agile inception...
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125. ... followed by the building of “stuff”...
yakobusan
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126. ... all the while doing retrospectives ...
creative_stock
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127. ... and wrapping it up when everything is
implemented
jayneandd
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128. Ramp up or down as needed
alexliivet
Thursday, April 7, 2011

129. TheTruthAbout...
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130. Culture Matters!
• Consistency of service
between teams and
locations
• It works!
Maintaining the Culture
kaibara87
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131. Title
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The Team Matters
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132. The Location Matters
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Market Street
San Francisco
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Broadway
Manhattan
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136. Title
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137. Pearl Street
Boulder
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138. Title
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139. Title
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Tras Street
Singapore
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140. Title
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141. Title
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Hire Well
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Hire for Aptitude and Fit
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143. The Rob Pairing Interview
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144. Title
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Pairing with a Candidate
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145. Listen to your gut!
TheGiantVermin
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146. The Two Beer Test
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147. Don’t keep people
who don’t fit jessicafm
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148. Come Visit!
• You all have an open invitation to come
visit us in any of our locations.
• Keep an “eye” out for upcoming events at
our Boulder office.
• Just drop me a note and we’ll set it up.
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149. Thanks!
•Mike Gehard, Software Engineer, Pivotal Labs
•@mikegehard
•@pivotalboulder
•@pivotallabs
•mgehard@pivotallabs.com
•Talks at http://pivotallabs.com/talks
Thursday, April 7, 2011