Agile and software engineering in the 21st century
Download as PPT, PDF
6 likes2,605 views
1. The document discusses how to move past "wimpy" interpretations of agile that focus only on its benefits and not its responsibilities. 2. It argues that agile requires careful management of people, knowledge acquisition, decision-making processes, and team collaboration to be successful. 3. Highlighted agile principles include paying attention to individuals and interactions, continuous learning and knowledge sharing, cooperative teamwork, and adapting processes based on team and situation needs.
Agile and software engineering in the 21st century
- 1. What Makes Agile Work: The New Software Engineering Getting Past Wimpy Agile Dr. Alistair Cockburn http://Alistair.Cockburn.us 息Alistair Cockburn 2010
- 2. 2 The Agile Manifesto invites wimpy-ness " Individuals and interactions over processes & tools" (Yayy!! I don't have to follow those stupid processes any more!) " Working software over comprehensive documentation" (W00t!! Dump the documentation! I LOVE this agile stuff!) " Customer collaboration over contract negotiations" (I'm done when I'm done and I never have to say when!) " Responding to change over following a plan" (No plans! No project managers! No architects! ) Where do I sign up? 息Alistair Cockburn 2010
- 3. 3 People ... Co Cr So ea mm Ex lv ng tin in pr g g un ti in es a a en a sin so pr ic a lan g ob Inv lu le ti n gu id tio m Deciding g a g ea n e s they dont understand which keeps changing To an interpreter unforgiving of error Making decisions every decision has economic consequences and resources are limited. 息Alistair Cockburn 2010
- 4. 4 Craft Flow Management Cooperative Game Self-Awareness (Personalities) Knowledge Acquisition origami courtesy of Gery Derbier 息Alistair Cockburn 2010
- 5. 5 Self - Awareness 息Alistair Cockburn 2010
- 6. 6 People dont match formulas Keep these Try these Problems 息Alistair Cockburn 2010
- 7. 7 Craft 息Alistair Cockburn 2010
- 8. 8 People learn skills in 3 stages Shu: Learn a technique Ha: Collect techniques Ri: Invent / blend techniques 息Alistair Cockburn 2010
- 9. 9 Craft teaches us to pay attention to our skills and to the medium Major crafts: 1 Deciding what to build 2 Managing (people and projects) 3 Modeling 4 Designing the external view 5 Large-scale design (architecting) 6 Fine-scale design (programming) 7 Validating the work 息Alistair Cockburn 2010
- 10. 10 The International Consortium for Agile is establishing a learning roadmap for each specialty. 息Alistair Cockburn 2010
- 11. 11 Cooperative Game 息Alistair Cockburn 2010
- 12. 12 Games have positions, moves, strategies Career Management Infinite Organization Survival Product Line Management Open-ended King-of-the-hill Jazz music wrestling IT Systems Poker Finite Rock-Climbing goal-directed Tennis Theater Business Exploration Chess Journalism Software Development Competitive Cooperative 息Alistair Cockburn 2010
- 13. 13 Three moves: Co mm g tin un en ic a Inv t in Deciding g Two conflicting subgoals: Deliver this system Set up for the next game The situations (almost) never repeat! 息Alistair Cockburn 2010
- 14. 14 Adapt to your situation Project Classification Scale: Criticality Life L6 L20 L40 L100 X Essential X moneys E6 E20 E40 E100 X Discretionary X moneys D6 X D20 D40 D100 Comfort C6 C20 C40 C100 1-6 - 20 - 40 - 100 Num of people coordinated ber 息Alistair Cockburn 2010
- 15. 15 Face-to-face is the most effective - Try Video 2 people at Communication Effectiveness whiteboard 2 people on phone w er) ns Videotape -A -a nd (Courtesy of Thoughtworks, inc.) ti on 2 people u es (Q on chat r) n- Answe Paper estio (No Qu Richness of communication channel 息Alistair Cockburn 2010
- 16. 16 People issues determine a projects 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) 息Alistair Cockburn 2010
- 17. 17 Flow Management 息Alistair Cockburn 2010
- 18. 18 Design = manufacturing if Inventory = Decisions! I wish theyd decide what style they want! I wish theyd decide on the UI design A decision already! UI Designers Every line of code Users & Programmers is a decision Sponsors I wish theyd decide what functions they want! I wish theyd think a bit more carefully before coding! Business Analysts Testers 息Alistair Cockburn 2010
- 19. 19 Reduce decisions in motion & balance the flow Convert jams to continuous flow. UI Designers Users & Testers Sponsors Programmers Business Analysts 息Alistair Cockburn 2010
- 20. 20 Knowledge Acquisition 息Alistair Cockburn 2010
- 21. 21 Big-Bang Design is a late-learning strategy Growth of knowledge with big-bang integration cost Knowledge comes at the moment of truth: final integration. Delivers nearly no knowledge (or risk reduction) time 息Alistair Cockburn 2010
- 22. 22 We can pay to learn early in the project Growth of knowledge with early, continuous integration Delivers knowledge Development sequence cost indifferent (with respect (risk reduction) to knowledge) Applies to both business ("lean startups") & technical design time 息Alistair Cockburn 2010
- 23. 23 Develop for business value once risks are down Knowledge growing Business value growing (risk reduction) cost Reduce risks: - Business - Social - Technical - Cost / Schedule time 息Alistair Cockburn 2010
- 24. 24 Payoff = Trim-the-Tail: Deliver by value or date Trim to deliver Delay to get more on-time (or early) or better 息Alistair Cockburn 2010
- 25. 25 Designing in Teams Craft Professions skills in a medium Cooperative Game communication Flow Management teamwork unvalidated decisions strategies = inventory, lean processes Self-Awareness (Personalities) Knowledge Acquisition the people, strategies, techniques pay-to-learn actually used trim-the-tail origami courtesy of Gery Derbier 息Alistair Cockburn 2010