Category: Individuals and Interactions

Agile In 6 Months

How long does it take to take a team from where they are to becoming an Agile team?  Of course, that depends on many things, including where they are and how badly they want to succeed at Agile.  It’s reasonable to think they can make a transition in six short months.

If you’d like your team to become Agile, give me a call to find out how I can coach the team to do that for about the same cost as contracting a senior developer.  If your team has already made a transition, but you find that you’re not as effective with Agile as you’d like to be, I can coach using the same framework to help you reach that effectiveness.

It is possible to fail in many ways

On Twitter, Alfonso Guerra (@Huperniketes) asked me, “Okay, tell me how [software] quality will improve by prog[rammer]s taking more resp[onsibility] for quality?” My response is longer than 140 characters, so I’m replying here.

For background, my involvement in the conversation started when he caught my eye with

The problem with the Software Craftsmanship movement is its attempt to create a race of superprogrammers who can save [software] from bad [project management].

Well, I don’t know anyone promoting Software Craftsmanship who thinks that. Read More

Project advice from a solo circumnavigator

Tonight, we attended a lecture by Rich Wilson about the 2008-2009 Vendee Globe, a race around the globe by solo sailors in 60 foot overgrown sailing dinghies.  While many sailboat racing talks get rather monotonous, this one was fascinating.  Instead of talking just about boats and gear, Rich spoke mostly of the experience and the people involved.

He offered some advice that I think fits well with software projects:

In a race of four months, going 22 knots for a day doesn’t mean much. It’s just an opportunity to break things. It’s more important to raise the average speed from 10 knots to 11 knots.

This says something about sustainable pace, but it also says something about our tendency to measure ourselves by our peak performance according to some measure.  Let’s face it–we’re only at those peaks for brief moments.

In the normal world of human endeavors, rather than artificial contests, the measure of “best” is never a measure of a single attribute. I would say that the measurement scales for our performance are so numerous and varied that we are never “best” by all of them at once. Perhaps we are not at our peak even for brief moments.

Yet we can always strive. And even when we don’t achieve that which we desire, or that which we think we’re capable of achieving, we may still be doing our “best” under the circumstances. In fact, how could we not?

So you want to make your organization Agile

When I first discovered Extreme Programming a decade ago, I was a software developer wanting to produce the best, and best fitting, software that I could. In those days, it seems that most Agile adoptions were from the bottom up.

Now I find a lot of Agile adoptions are from the top (or, at least, middle) down. Managers have heard about the improved results that companies are achieving using Agile development, and they want some of that for their organizations. That’s not surprising, and it should result in both better results for the organization and better work life for the employees.

Unfortunately, it doesn’t always work out that way. What is it that goes wrong with these top-down Agile transitions? More importantly, how can a well-meaning manager conduct a successful Agile transition? Read More

The Use of Documentation

Documentation! It’s what we do.

People approaching Agile software development for the first time often ask about what documents are required.  When I ask developers what annoys them most about other peoples’ code, I frequently get the answer that it’s not documented well.  And I can’t tell you how many times I’ve heard people express the opinion that Agile software development is undisciplined because you “don’t do any documentation.”

Why is documentation so important to us? Read More

Normally, I’d relish a mention on InfoQ

This article on InfoQ bothers me.  It seems to draw only from Dave Nicolette’s blog post [now lost due to the defacement of his old blog] and the subsequent comments.  Dave’s post is similar, in my mind, to a trip report that someone might give to an organization after a class or conference.  He goes into some detail about what happened at the first ever Certified Scrum Developer course, and muses about what he learned.  The bulk of the comments are an interchange between Dave and Tobias Mayer where, it appears to me, Tobias doesn’t think that the course comes up to the standard of the CSM course.  This is, of course, based on Dave’s description, as Tobias wasn’t present at the course.

The InfoQ article mentions me by name, but doesn’t mention other participants other than Dave.  It also misquotes Dave [now edited without any indication of doing so], and implies that the learnings that Dave got out of our retrospective conversation after the course was a list agreed upon by both of us.  There was apparently no fact checking done on this article.  Certainly no one spoke with Ron Jeffries or with me about it.  I find the article misleading enough that I need to respond.

I had planned to write about the course, but this isn’t the article I’d planned. Read More

The Importance of Detailed Planning

I recently wrote on The Importance of Precise Estimates.  This is a related topic.

Mark Levison called my attention to an article by Michael Hugos subtitled ‘Agile projects require more planning and coordinating than waterfall projects‘ on CIO.com.  In this article he advocates answering the question, “Has the scope of any project task changed?” at every daily standup.  He uses this information to update a detailed Gantt chart to provide to senior management.  In Michael’s words,

It also gives senior managers who are not on the project (but who are still ultimately responsible for what happens) the information they need to feel comfortable. And that saves project team members from being distracted by endless management questions and misplaced advice (and nothing kills agility faster than endless management questions and misplaced advice”¦).

Michael, in LOLspeak, “Ur doin it wrong.” Read More

3 Legs to Running an Agile Transition

A while back, I wrote 3 Legs to Standing Up an Agile Project from the perspective of an Agile team just getting started. Lately, I’ve been thinking about the same sort of thing, but from the perspective of a coach or an executive that wants to transform the organization. At first glance, this seems no different. Further reflection, however, reveals that this is less about “how to work in an Agile fashion” and more about “how to introduce change in the way people work.” The earlier post was a description what an Agile project needs. This one is a recipe for creating what an Agile project needs. Read More

Some of the smartest people I know…

Some of the smartest people I know are ranting that certification doesn’t prove the person is worthy.  Well, of course it doesn’t.  No certification does that.

It only says you’ve met the requirements for the certificate.

Of course, they really know that.  So I don’t know why they’re making such a fuss.

A number of them have made public statements that they discriminate against people who hold certifications.  That really saddens me. Read More

Of course it’s a misnomer

On Twitter, my good friend Mike Sutton said, “CSD is a misnomer. The value of existing Certifications needs to be justified before new ones are released.”

Many of the terms we use are misnomers.  For example, “acceptance testing” is a misnomer because it doesn’t indicate acceptance if the tests pasts–it indicates lack of acceptance if the tests fail.

What is the misnomer in the phrase “certified scrum developer?”  Read More