The intersection of technology and leadership

Category: Organisational (Page 4 of 4)

97 Things Every Project Manager Should Know

It looks like I have become a published author along with three other ThoughtWorks‘ colleagues (Adrian Wible, Joe Zenevitch, and Anupam Kundu) in the “97 Things Every Software Project Manager Should Know” book.

97 Things Every Project Manager Should Know

I contributed two tips, “Documents as a Means, Not an End” and “You Are Not In Control“.

You can buy it the print or ebook version of the book with a 30% discount via the Orielly.com website, using the code ABF09. Congratulations to all the other contributors to the book, including the author who organised the book, Barbee Davis.

XP2009 Day 2

Thoughts about the second day
Ivar Jacobson gave an equally uninspiring keynote, talking about “What they don’t teach you about software at school: Be Smart!” In it, he focuses on the fact that it’s not only enough to try to “Be Agile”, but you need to “Be Smart”. Unfortunately many of the items that he talked about didn’t really seem to be any different from “Being Agile” and that he had obviously targeted the wrong audience.

I’m glad the conference ran with an open space session, this year introduced by Willem Van Den Ende and Lasse Koskela. I suggested a topic titled, “The Kanban, Lean, Agile Divide” and I felt we had the best quality discussions during this open space. I wanted to answer a number of questions including:

  • Did people know about the Kanban Community?
  • How active were people in that community?
  • Did people perceive a divide?
  • And if so, why?

Out of around the 12 people participating, probably only two or three hadn’t heard about the community, and only one or two people were active in participating (in the mailing list portions). We had lots of discussion as to what people considered as Kanban as well.

kanban

First page of notes from the open space session

We noted down the mailing list, available on Yahoo Groups: Kanban-Dev and several “published” resources including the paper, Kanban Vs Scrum, and the book, Scrumban.

When asked about what Kanban was the participants, here’s what we recorded:

  • Elements of one piece flow (particularly limits to WIP or Work In Progress). Translated into practical terms, it meant focusing on one story at a time (as a team or as a pair)
  • Kanban was an alternative scheduling technique
  • Unprescriptive, or less prescriptive (relying on other practices to help out)
  • Constantly evolving
  • “Good for maintenance”
  • Most people considered Kanban a “Practice more than a methodology”, though there was general agreement that some people are trying to turn it into more than that
  • Focused on delivering “Minimal Marketable Features”
  • Quote from Tom Poppendieck, “Scheduling and Workflow are orthogonal”. We expanded upon this for a bit and a more concrete example is you can use different scheduling techniques such as Kanban or Timeboxes with the same workflow such as a simple, “To Do, In Progress, Done” workflow.

I recorded that some people were still doing sprint/iteration planning whilst using Kanban though I don’t remember if we got into the details.

I also recorded two concerns, such as knowing, “When do we get stuff done?” and a very “Loose Terminology” leading to lots of confusion, particularly the overloaded associate with Kanban (as a practice) and Kanban (as a methodology).

When asking the question, “Is there a kanban divide?” some answers included, there is maybe a divide in a community sense, and when probing further, when interpreting Kanban as a practice, not a methodology there wasn’t however there was definitely a sense when treating Kanban as a methodology and not as the practice with a feeling that some people in the community wanted to make money.

kanban2

Last page of notes from the open space session

We asked why the community divide and understandably, there was no real community around to openly discuss Kanban (as a practice) and felt similar to those that had been around during the XP early days. There didn’t seem to be any general list for “agile practices” with extremeprogramming and scrum-dev mailing lists. It’s also not the first time practices have had their own list, like the pairprogramming or the test-driven-development lists. We did note down that there were several potential ones the community could have joined including lean-agile, lean-dev instead of creating their own kanban-dev.

In the afternoon, I went along to the panel on Lean Software Development although I seemed to come away with the same questions and less answers. One of my questions about budgeting was answered by the next morning’s keynote, while another focusing around the lack of discussion around practices seemed to be dismissed by Mary Poppendieck as, “I don’t believe in practices”, maybe best surmised as, “I don’t know” (which I would have also been happy to take).

The evening was an impromptu beach BBQ held by the awesome folks at Agical. Whilst a small company, I’m glad to see them still as passionate and having grown year upon year with more enthusiasm about a huge variety of topics. The BBQ was amazing and I know that everyone had a great time.

More to come…

XP2009 Day 1

General impressions about the conference
I really enjoyed this year’s conference with the combination of a remote island in Italy and the small numbers (100+) giving many great opportunities for chatting with our experienced practitioners, and a handful of academics about lots of different topics. I found it refreshing that there seemed to be significantly more experienced practitioners and thus, I found it extremely nice to be able to chat about similar experiences rather than simply unidirectional advice I find when present with a higher proportion of beginners.

conferencepool

Who wouldn’t want to gather around this place for some great conversations?

The quality of sesions was better than the last two conferences, once again focused less on the introductory nature and more focused on specific aspects. Of course, I had recommendations about how to improve, particularly the organisational aspects, of the conference and I’ve at least had an opportunity to give that feedback having shared a return train with one of the organisers for next year’s conference.

Thoughts about the first day
The first part of this day was a keynote delivered by lean evangelist, Mary Poppendieck. Titled, “The Cultural Assumptions behind Agile Software Development”, Mary proposed that there are several (American-style) cultural assumptions behind many of the agile practices that make it all the more difficult to implement. She referenced heavily the work discussed by Geert Hofsted in his book, Cultural Dimensions.

I didn’t find the keynote particularly inspiring, nor particularly challenging. Country-based cultural dimensions are just one of the factors that permeate the way that people behave. As an agile consultant, you end up fighting corporate culture, and the systems that encourage and maintain that corporate culture and I see country-based cultural dimensions yet another contributing systemic effect. This does not mean that just because a country has a high degree of individualism, working in pairs or working collaboratively in a team will be impossible (perhaps just all the more difficult). As much as I enjoy hearing Mary speak, I also found her presentation a little bit too heavy in the whole powerpoint presentation with far too much text and outdated clipart.

I also ran my workshop in the morning, titled “Climbing the Dreyfus Ladder of Agile Practices” and want to thank all the experienced people that attended as it resulted in some really rich discussions. We managed to discuss seven different agile practices in detail, brainstormed a large set of behaviours for each, classifying them and classifying them into the different levels described the the Dreyfus Model of Skills Acquisition. The results from the workshop can be found here (photos to be updated).

In the afternoon, I helped out Emily Bache’s coding dojo, focused on Test Driven Development. We saw four different pairs tackling four different coding problems using different tools and languages. I learned about the tool JDave (it’s still a little bit too verbose for my liking), and saw different styles in the way that people executed the code kata. For me, I was hoping to demonstrate more on the pair programming side of test driven development as a pair, and I had a lot of fun even though I felt a little bit out of my depth with the tools. Thanks to Danilo for complementing my lack of experience with tools like Cucumber. 🙂

More to come…

Improving Collaboration Between Developers and Testers

One of the biggest divides you need to cross, even on agile teams, is the chasm between testers and developers. By the nature of their different roles there will always be tension with developers focusing on creation, change, and construction, and testers focusing on breaking, destructive, and exposing questionable system behaviours. It’s essential that both organisations and, in particular, individuals realise what they can do to ensure this tension doesn’t dissolve into an exclusively confrontational relationship.

catdogfight

Photo taken from Sephiroty’s Flickr stream under the Creative Commons licence

Recently, a new QA person highlighted this very issue for me. I’d finished some functionality with my pair and the QA had been testing it after we declared it ready to test. They came along to my desk and said, “I’ve found some defects with your code.” Internally I winced as I noticed myself wanting to say, “There’s nothing wrong with my code.” It got me thinking about why.

Evaluating people puts them on the defensive
Just as giving effective feedback should focus on behaviour, poor feedback makes a person feel criticised. When the QA said that there are some “defects”, it implied a broken state that you had to fix it. Made worse is the way that they said it made it feel like they were blaming you, and it’s very hard not to feel defensive in a situation like this. A very natural outcome is to pretty much deny the “evaluation” which I’m sure anyone in our industry would have witnessed at least once.

Avoid terms like “defect”, “broken”, “bugs”
One of the biggest differences working with agile testers versus testers who come from traditional backgrounds is the terms that they use. Traditional testers constantly use the words above. Agile testers focus on discussing the behaviour of the system and what expected behaviour they would see. They only use the words above once they have agreement on both of the both the current and expected behaviours. I definitely recommend you do not start a conversation with the words above as they all carry some connotation of “evaluation” and I’m yet to meet someone who truly feels comfortable being “evaluated”

Focus on Effective Feedback
Effective feedback follows a neat and simple pattern:

  1. What behaviour did you see?
  2. What impact did it have?
  3. What do we want to change?

Testers should use a similar series of questions (in order):

  1. What behaviour did you see?
  2. What behaviours did you expect to see?
  3. What are the consequences of the current system behaviour?
  4. Is that desired or undesired?
  5. Do we need to change it?

Apply the guideline above and watch the collaboration improve!

Why ISO9001 standards fail

Systems and standards with good intentions are naught without proper execution. Unfortunately this is where most people get let down. People adopting agile fall into the same traps, but at least the Agile Manifesto guides people in terms of values.

Here’s how I’ve seen ISO9001 being communicated at various clients:

  • ISO9001 is a quality management system
  • A core part of ISO9001 is about control and documenting processes
  • ISO9001 is about continuous improvement

Seems harmless right? Unfortunately the way that people interpret this is as the following. ISO9001 is a quality management system. Quality management system = control and documenting processes. Control and documenting processes = continuous improvement.

Unfortunately most people never escape out of the control and documentation requirements, and the fear of failing and audit that leads to a micro-optimisation. This is why the manifesto talks about “uncovering better ways of developing software by doing it and helping others do it” and prioritising “individuals and interactions over processes and tools“.

Am I missing something?

It’s about time I probably asked this question about the new Manifesto for Software Craftsmanship, but seriously, am I missing something?

Firstly, the whole idea about craftsmanship applied to software isn’t too much of a new idea. I remember reading Software Craftsmanship: The New Imperative when it first came out, and how the Pragmatic’s also talked about this concept.

I’m probably biased a little bit because I probably believed in what craftsmanship stood for before being fully immersed in agile for the last five(?) years. A part of me understands why this is important for agilistas. After all, I hear of stories all of the time where in many organisations that focus solely on Scrum without adopting any developer discipline still have a “crappy codebase”.

Yet I worry that it focuses on the wrong problem. I worry that it may be addressing a symptom, not a cause. I worry that it will further split our industry into two camps, those who craft (or should craft) software, and everyone else.

The real question I ask myself when going into new organisations and with new teams is, “Do people care about the quality in their work?” This question applies to all parts of an organisation, all parts of a team, not just developers.

So I’m jetlagged, tired and honestly just ranting a little bit, but I still ask the question, “Am I missing something?”.

What do you have more of? (Part 2)

My last post triggered a few comments, with having a common goal for a team to rally around somehow also implied groupthink, and thus, Wisdom of the Crowds is a better alternative. I want to clarify a few things:

The point of the original post?
Organisations where I’ve seen them have successful delivery, they also had, what I would consider, true teams. People working together towards a common goal. I’ve also observed many other organisations struggling to deliver, and often, because of multi-project context switching, they had what I would describe as “groups of people” instead of a true team.

Not all teams have groupthink
When I think back to great teams I’ve worked on, the individuals complement each other strengths and, at least in my experience, respond better to unplanned events. Talking about the “taboo” topics is fine because everyone is already comfortable working with each other. I compare this experience to what I see around committees, newly formed teams, or even teams that remain unbalanced (due to a particularly strong member or something) where other participants are too polite, or don’t want to cause a commotion even though it may be the right thing to do.

Understandably, when Felix saw my diagram, he (rightly) feared groupthink. In my experience, I feel it is symptom of poor performing teams, and is more likely to happen with “groups of people” (think of all those traditional project managers who make a decision for the team!). I do acknowledge it can still happen in a high performing team.

I believe the trick to making this work is having a leader in the team that ensures that conflict is handled in a safe environment, not simply quashed, silenced or bullied away as these eventually lead to group think.

Wisdom of the crowds don’t necessarily mean all crowds are wise
When I see many groups of people, I don’t automatically see a lot of wisdom. It takes another step before you can benefit from wisdom of the crowds. Often it means asking the right question, the right amount of diversity, and a lot of independence to actually benefit from it. I see the right question the same as having the right goal shared amongst people. It doesn’t necessarily mean everyone is doing exactly the same thing to get there, it just means that everyone is pointing in the right direction.

Not all crowds are wise

An example: Brainstorming using sticky notes is one way that I’ve worked in that avoids groupthink and tries to harness the wisdom of crowds. In my last team, we used it to come up with different solutions to tackle a key design problem (note the shared goal!) We each wrote ideas down independently on sticky notes before presenting them to each other. We even spent some time investigating and proving out a number of solutions to gather some hard data about the pros and cons. What made it work was that we all understood what it was we were all trying to get to (the shared goal), not necessarily how we get there. I felt that this was an example of a real team, a situation where everyone was comfortable disagreeing with each other, and openly discussing each option. It certainly didn’t feel like a committee or a random collection of people. I can only imagine what the outcome would be if we did though.

Once again, your comments welcome.

What do you have more of?

When I go into different organisations, I see many of the people doing the work (analysis, development and testing) split across multiple projects. In my experience there are plenty of reasons why this is just a bad idea, and probably the biggest one that I see is that the split priorities for an individual conflict with a model for ideal teamwork.

What does your organisation have more of? Teams or groups of people “working together”?

Teams and Groups of people

There’s a big difference between the two, particularly if your organisation is interested in tapping into the benefits of teams. Unfortunately most of the time organisations miss the mark.

How can you convert groups of people into teams?
Split priorities create natural conflicts between groups. A lot of management theory I’ve read describes how to get the most out of teams by rallying them towards a shared goal or set of goals. At the individual level, setting different goals for different people establishes a dynamic that, at some point, individuals’ priorities will conflict and without a broader shared goal, will go unresolved. Setting the same priority for everyone is, in effect, putting everyone into the same team. Leaving people split across multiple projects, is in effect, setting different sets of priorities for an individual.

The Goal

Final DestinationOn my way to Kochi, I finally finished The Goal by Eliyahu M. Goldratt. It’s a great book that I think anyone who cares about improvements should read. Here’s my interesting take-aways from the book.

  • Common sense is very different from common practice. It’s easy, in retrospect, to see how obvious something is, yet people are terrible at following it.
  • Courage is needed to break common practice to implement common sense.
  • Telling stories is an effective way at helping other people understand the reasoning. Stating theories and proof isn’t a great way of gaining a common understanding. Dialogues talking through the thinking is much more effective. Even the characters in his book use the same technique.
  • Apply the scientific method. Propose a theory and then collect data. Avoid collecting data and then trying to draw conclusions.
  • Understand the problem you’re trying to solve, and put everything into that context. Here’s a hint – it’s rarely the one someone asks you to solve.

Some open questions for me to continue thinking about:

  • What does exploiting the constraint mean to software development?
  • Is the coding activity of software development always be the constraint?

Photo take from James Jordan’s Flickr stream under the Creative Commons licence.

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