Agile2014 Proposal

I really want to present at Agile2014, and I think I've got a decent proposal. But I'm biased, so I'm asking for help. Please check out my proposal at https://submissions.agilealliance.org/sessions/1691 and leave a comment/review letting me know what you think. Submission deadline is coming up soon, and I appreciate any and all feedback!

Unexpected Consequences of Agile: The Business Cares about People

In the late spring, early summer of 2012, I became the Scrum Master for a team that had already been Scrumming for about 2-3 months. They had a business customer from an area that did not have an historically good relationship with IT, and she was fully dedicated to the team. Over the next several months I helped the team overcome some of the largest obstacles that first-time teams typically face; as a result, the team got much closer to each other than they ever would have expected.

Then the time came to start another team. A couple of the members of the team were technically "on loan" and knew from the beginning that they'd eventually move off to this new team when the time came. So the "Resource" Managers let the Project Manager and developers know; the Project Manager let me know and went to the "appropriate" "Resource" Manager for the existing Scrum team to back-fill the developers. This was nothing new to them - it's how we always worked. The only real difference was that all of the developers who were being put on Scrum teams were only allocated to that one team, a concept that was totally new to our "Resource" Managers. All in all, we were pretty proud of ourselves.

What we didn't count on was the relationship that our Business Owner had developed with the development team. It used to be the business would hand the work off and we would do whatever we felt was necessary to get the work done. Moving people on and off of projects was status quo. Business Owners didn't know and didn't care who was working on their request.

About a Sprint before the change was to take place, we went disc golfing as a Scrum team building. We split into 2 groups (limited WIP) to keep from holding up traffic, and I ended up on the team with the Business Owner -- but NOT the PM. About 75% into the team building, I rather unfortunately made a passing remark that alluded to the two developers leaving the team soon. I was pressed for an explanation which, when given, completely deflated the mood of the activity. As if I wasn't bad enough at disc golf, I now had to throw through the now palpable tension.

The fallout of that experience taught us all that we can't ask for our business owners to get more involved and still treat them as if they weren't. I'm grateful that the failure was not only fast but relatively small, giving us a lesson that benefited us greatly later on when we had more teams and the stakes were higher. We're still learning about the new dynamic between IT and their business counterparts, but this one was particularly meaningful and memorable.

What lessons have you learned as Agile has reshaped your team dynamics? What cautionary tale would you share? I'd love to hear!

First (Legit) Introspective: Social Time vs. Quiet Time

Time Vortex, or Arctic Vortex?

The first couple of days this week were surprisingly productive for me. I say surprisingly for two reasons: 1) the "Arctic Vortex" (which totally sounds like something out of Doctor Who) caused school cancellations, along with reduced attendance at work and cancelled meetings; and 2) I still ended up spending almost all day Tuesday in meetings. This means that I was improvising on Monday and having my day planned out for me on Tuesday, neither of which have very good track history for me.

A couple of things made these days productive. First, my team spent some time on Friday to populate our backlog, which was in serious need of grooming. Having work ready for me to pull made it so much easier to fill my time productively. Please note that I'm not saying I'm not productive without a well-groomed backlog of work to do, just not as productive. Second, I had a nice balance between time to work with people, socialize ideas, and have healthy debate, and time to sit quietly at my desk and knock out work that needed to be done.

SERENITY NOW!!!

I've spent the better part of the year encouraging people to work together more: increased collaboration, co-location, pair programming, and the like. So the thought that I needed time to myself to be productive never crossed my mind. It was a weird realization to have, to say the least. I'm glad I had this experience (and even more glad that I took the time to reflect on it) so that I can more easily relate with those who raise concerns about the lack of personal space and private time as their team transitions to Agile. I also need to brainstorm ideas for creating a quiet, private space in the midst of a chaotic, Agile team environment. Any suggestions?

Group Affirmations - Good or Bad?

Have you ever been in a meeting where everyone is talking the whole time but nothing gets accomplished? Of course you have. Have any of those meetings consisted of everyone agreeing with everything? Maybe, maybe not. I have. Lately, I have a lot. Let me explain.

I've been in meetings with other Agile supporters discussing what it is we want to accomplish within the company and how we're going to do it. All too often, these discussions turn into someone saying something and everyone else agreeing and elaborating on it - similar to the Improv principle of "Yes, and...".

I have mixed feelings on these meetings. When I first left one of these meetings, I left feeling pumped up and enthusiastic about the work that was ahead of me. However, after several more of these meetings, I began to leave feeling frustrated and annoyed. We were talking a lot but saying nothing. We weren't generating action items or progressing the cause in any way.

I've titled these types of meetings "Group Affirmations", and I think I've come to the conclusion that they can be useful in moderation to help inspire and uplift a group of people who need a morale boost. However, Group Affirmations do not produce any real results and can have detrimental effect when over-used. I'm still forming a conclusion, though, and would love to hear your thoughts.

Introspective addendum

As I started today's Introspective I realized something important: Fridays won't work for Introspectives. For starters, I've only had a few days to reflect on this year. Also, I'm much more likely to be off work and/or unfocused on Fridays.

So I'm failing fast and moving my Introspectives to Wednesdays. Now I just need a volunteer to come to my desk each Wednesday and say, "Mike Mike Mike Mike Mike! What day is it?"

New Year's Resolution: Kaizen!

If old acquaintance be forgot and never thought upon then you're not holding retrospectives correctly.

I've never been a fan of making New Year's Resolutions - their short life spans are clichéd for a reason. I've also been reading Scott Adam's new book "How to Fail at Almost Everything and Still Win Big", and one of the major themes in the book is that goals are for losers; winners use systems. This resonates with the Agile principle of continuous improvement through inspecting and adapting.

So my New Year's Resolution this year is not a goal, but truly a resolution. I resolve to exercise personal Kaizen. Continuous improvement has been a major part of my life for as long as I can remember, but it hasn't always carried the urgency associated with Kaizen. I'm going to experiment more so that I can fail more so that I can learn more. I'm going to schedule Introspectives (1-person Retrospectives) on a regular basis whereby I can challenge my own personal status quo.

I wouldn't be an Agile Coach if I didn't encourage each of you to adopt Kaizen as a New Year's resolution as well. If you don't like the commitment associated with that term, can you commit to trying it just for January? Each Friday in January, I challenge you to hold your own Introspective. Ask yourself what you did well and what you could have done better. You may have made good decisions, but did you make the best ones? Did you have an answer for each time you were asked "Why"?

I'll be sharing the results of my own Introspectives every Friday this year. What I share may not be comprehensive, seeing as how I don't have the time to write out all the context for my results, but I'll share as much as I can within reason. I'll also work hard to blog frequently between Introspectives in an attempt to get more of a dialogue going than I've been able to in the past.

If you decide to take on my challenge, please share your results with me. You can comment on my blog, message me on LinkedIn, or tweet me @MLCarey321. I'd love to see the effects of personal Kaizen in your life!

When NOT to Use Agile

When HealthCare.gov first rolled out, everyone experienced how terribly it was built. Many Agile enthusiasts cried out, “If only they had used Agile…!” We have since learned that HealthCare.gov used Scrum. It’s uncertain how superficial their adoption was. Michael Daconta has already done a great job describing their poor use of Agile methods in the GCN blog, and NPR has published findings from the McKinsley & Co. consultants who were brought on in March to do a progress report.

My focus here is not about the degree to which Agile was or was not properly used for HealthCare.gov. My focus is to debate under what circumstances, if any, Agile will not work. When would you NOT use Agile?
My assumptions for this debate are as follows:

1. Agile is any processes, practices, tools, and frameworks that comply with the Agile Manifesto and its 12 Principles.
2. In the spirit of healthy debate, I assume the audience to be open to the possibility of new and different ways of doing things. This applies particularly to both Agile skeptics and to those entrenched in a specific Agile approach.
3. The ideas in this discussion are not etched in stone. I encourage you to share your own ideas so we can learn and grow together.

Possible Agile Risks

I was recently invited to an introductory Agile presentation. The audience was Project Managers with varying Agile knowledge and experience. It facilitated a conversation for answering questions and resolving concerns around Agile adoption. About halfway through, there was a slide that had five “Possible Agile Risks”:

1. Business or management commitment
   • Agile requires an increased level of commitment from the business and IT management to be successful
2. Remote or distributed teams
   • Agile benefits from close collaboration on a consistent basis. Distributed teams pose a challenge in the effort to do this effectively
3. Remote product owners
   • The business must be consistently involved, so a remote product owner may be challenging to engage
4. Balance delivering new features with high-quality, sustainable code
   • Agile delivers new features frequently, but this should never come at the expense of creating low quality code
5. Team not provided adequate guidance as they implement Agile
   • Anything new will take time to get good at, it is important to supply the team with training and guidance so they can improve quickly

This disclaimer followed these risks: “These risks do not preclude teams from applying Agile; they just need to be addressed in the scenarios they are present.”

Before we get to my reaction, let’s walk through these risks. Let’s identify why they’re risky in an Agile environment.

Business or Management Commitment

A deep understanding of the business is essential to the success of the software that supports it. In Agile methodologies, this means a dedicated person who has a deep understanding of the customer’s needs, often called a “Product Owner”. Traditionally, this person is seen as “from the business side”. However, getting someone from the “business side” isn’t always possible and is, arguably, unnecessary.

In my area we have Business Analysts who understand the business needs. They are bilingual in business and IT speech. Our developers and testers have a deep business understanding of the business because they’ve been supporting it for a long time. Some Agile practitioners feel the Product Owner role is unnecessary; they believe the team should understand the customers’ needs better than anyone. The team can, therefore, manage the work themselves.

In Agile, management is not a clearly defined position. Managers may feel their job is threatened by a “self-managing” team. A manager must have the team’s best interests at heart. They must become Lean-Thinking Servant Leaders, not Command-and-Control Managers. This is a cultural shift from Waterfall. Agile teams without Servant Leader management will plateau until they are allowed to “self manage”. However, that doesn’t mean they can’t find some measure of success.

Remote or Distributed Teams

This is one of the first and most frequent challenges brought up when introducing Agile. A team is distributed when its members are not capable of frequent face-to-face conversation. Lack of co-location for an Agile team is a challenge, no question. However, modern tools such as IM-enabled ad-hoc video conferencing, digital code review tools, etc. make long-distance coordination much simpler. It may be hard to work out timing with time-zone differences, but it’s possible to have a time overlap for some real-time collaboration. This may result in having a tech lead that takes the brunt of the development’s complexity to reduce the need for collaboration among the other team members, though this will limit the team’s overall productivity.

Remote Product Owners

For this I say, “See my previous 2 sections.” However, perhaps there are situations where the team is new to the product? Perhaps the SMEs are remote? Even worse, what if those remote SMEs do not dedicate time to work with the development team? Wait, what on earth are you thinking? Seriously, this is a bad idea, regardless of methodology. You are stacking the deck against yourself and setting the team up to fail.

Balance New Features with Quality Code

One of the 12 Agile Principles states, “Continuous attention to technical excellence and good design enhances agility.” Delivering new features at the expense of quality is the technical equivalent of being “penny wise, pound foolish”. This may be faster short-term, but the long-term consequences are a slow-down of delivery. Without addressing the quality of the application, it will eventually be cheaper to replace the application than to fix it. This isn’t unique to Agile. This brings me to my initial reaction to ‘Possible Agile Risks’.

My reaction to "Possible Agile Risks"

When I first saw this list, my reaction was that the first four are not “Possible Agile Risks”. Instead, they are “Possible Software Development Risks”! The four risks of commitment, distributed teams, remote product owners, and quality are often associated with Agile development because Agile brings risks to light early. Agile makes it much more painful to ignore risks than to address them. They are not less risky with non-Agile approaches. In fact, the realization of these risks is more likely in a non-Agile approach. In Waterfall projects, risks manifest so late in the process that they are painful and expensive to fix. The first four are risks to all projects; but not necessarily the fifth and final risk on the list.

Agile Training and Guidance

Without proper training and guidance, it is difficult for those unfamiliar with the Agile paradigm to be successful with an Agile approach. Most people new to Software Development find the Agile way of thinking to be a more intuitive and human-centered. In those cases, there is less risk because less training is needed.

Those entrenched with Waterfall approaches will find it difficult to switch gears. This is the only risk I could concede as being a “Potential Agile Risk”.

Where’s the Risk?

So there are my thoughts on five risks commonly thought to make Agile less successful. I have yet to find a risk that is made any less risky by Waterfall. Does that mean Agile’s guaranteed to succeed? Absolutely not. In fact, Agile will push you to your limits. Then, right as you’re starting to feel comfortable, it pushes you some more. However, Agile will consequently turn your team into the best team they can be. Agile will expose risks and inefficiencies sooner. It will also make them more painful. As long as you don’t ignore the pain, taking care of those risks and inefficiencies will be less expensive because they are dealt with early.

But hey, maybe I’m wrong. What risks have you heard associated with Agile? What situations are wholly inappropriate for the basic tenants of the Agile Manifesto?

Agile Complements

I was recently asked to explain the relationship between Agile and Innovation. I was intrigued by the question as I've never really tied the two together. In thinking about it, I've concluded that Agile complements many things, but it doesn't necessarily drive any of them.

The Role of Practices

The Agile Manifesto clearly states that one who considers themselves Agile values "Individuals and Interactions over Processes and Tools". However, we know that there is some value inherent in Processes and Tools, primarily in the behaviors that they reinforce. Given it's popularity, let's take Scrum as an example. Scrum has a highly prescriptive process that still manages to leave a lot up to the team. Sprint Planning reinforces commitments and transparency; the Daily Scrum reinforces face-to-face communication and self-managing teams; Sprint Reviews reinforce feedback loops within the team, as well as with stakeholders and customers; Sprint Retrospectives reinforce continuous improvement; the Sprints themselves reinforce small time-boxes; and on and on and on.

If you want to reinforce something positive at work, whether it be innovation, elimination of waste, any of the items listed below, or pretty much anything else, you can find an Agile process, tool, or practice that will reinforce it. With Innovation, you can take the practices of Capacity Allocation and Spikes to explicitly include time and effort for innovation into your process. This is assuming we're talking about developing innovative things, in addition to a Retrospective or other feedback mechanism for innovating the process and team themselves.

However, it is possible - and happens all too frequently - that teams adopt these processes, tools, and practices superficially, thus obtaining little, if any, of the intended benefit. In order to effectively reinforce behaviors, those behaviors have to already exist as part of your culture.

The Role of Culture

I've blogged multiple times about the difference between doing Agile things and "Being Agile" ("Agile: The Book vs. The Movie", "Understanding the 'Why?'", "Descriptive versus Prescriptive", "I Madge I'll - Agile Posers", etc). To deliver the best results possible, your team has to be Agile - they can't just superficially adopt an Agile implementation. When asked to explain Agile, they should go to the manifesto first and the day-to-day second. At the risk of getting too theological, Agility is a state of being and influences all aspects of a person's life (at least at work). Simply put, you have to establish a culture of Agility, where the principles are embedded in your company's DNA.

The same is true of Innovation or anything else. When people think of innovative companies they think of companies that have a culture of Innovation. Innovating isn't something you do as much as it's part of who you are. Of course their processes, tools, and practices reinforce Innovation, but that's a byproduct of something deeper.

As I said before, you can use tools from the Agile toolbox to help drive Innovation, but it can't just be lip service. If your company was built on Innovation (and it probably was) then get back to your roots and tell that story; remind people where they came from. Make Innovating seem natural, like coming home and eating comfort food.

No Silver Bullet

I'm going to be going more in-depth in the coming months on the idea that no one Agile implementation should be seen as a Silver Bullet. Before you implement anything, ask yourself "Why?"; what result or behavior are you hoping to get from it? Understand that different Agile processes, practices, and tools have their own strengths and weaknesses. Sometimes you'll have to blend different solutions to make something new that fits your needs. Sometimes you'll have to invent something that hasn't been done before. Most importantly, you will always have to examine what you're doing and ask what you need to change to be better. Keep the mantra "Never Perfect; Always Better".

Can Agile help drive Innovation? Sure. But some approaches will do that better than others. Begin with the end in mind, but remember that this is a journey and you don't know what you don't know. Be willing to adapt, but don't lose sight of your vision. If it sounds hard, that's because it is; if this were easy then we wouldn't be having this conversation!

What do you think?

Seriously, what do you think? Please tell me! I really don't like the "thought leader in a vacuum" setup. What I've shared here is the result of my learning and experience, but I recognize I don't know everything. I crave the perspectives of others. I want your insights, suggestions, criticisms, reinforcements - all of it. Leave a comment or tweet me @MLCarey321.

The Best Lesson I Learned the Hard Way

Let me preface this by saying I do not recommend learning lessons the hard way. There's a wealth of human experience out there to learn from before you go off and make the same bone-headed mistakes. However, bone-headed mistakes will be made regardless of how cautious you are. In those cases, please go into it with a Fail-Fast, Kaizen mindset so that the mistake becomes a short-lived learning experience.

The Almighty PM

I've made a lot of mistakes in life, which means I've learned a lot of lessons “the hard way”. The one such lesson that has had the most impact on my current work life took place my senior year of college. I was in a capstone class where we were to organize ourselves into a real software team to develop a real-life application on top of a new API that we had Beta access to. We were given a little guidance, including how previous classes and many companies organize themselves, but told we could do whatever we wanted. We ended up with a very “traditional” model of a few Dev teams, a few Testing teams, an Architect, and the one Project Manager to rule them all.

I was eager to prove myself, so I went for the PM position (oddly enough, I didn't really have any competition from my obviously more self-aware classmates). The problem is Computer Science majors in their fourth (okay sixth) year of study haven't usually had any PM classes or experience. My architect laid out the architecture, lots of open source Java, wikis, subversion, etc, and the class was excited to get started. However, I was concerned about how to manage the work, as well as expectations. I started demanding individual Gantt charts up-front for the duration of the semester. I was asking each team lead to compile the Gantt for their team and report that to me so I could put it all together.

The Blind Leading the Competent

Basically, I was trying to command-and-control manage a team of part-time team members, all of whom were taking at least 12 hours that semester and had limited time to spend on this class. Of that limited time, I was asking an unreasonable amount of time on administrative work. My architect was an excellent “Yes Man”, which made it difficult for me to see what I was doing wrong. The tipping point came when we weren't getting the information we were asking for from the teams and we were way behind where we expected to be on the application. Our professor was pulled away for a class and gave me the option of keeping the class time or giving everyone the day off. My architect decided, with my blessing, to use that time to express our mutual disappointment with the team and shame them into getting their act together.

I knew it was all over when the architect started his oratory with something to the effect of “By the time I finish talking you should all be mad at me, and that's okay because I'm mad at you.” It was a horrible hour and ended with our organization in shambles. I was a broken, broken man who was certain I was going to fail the class.

A Lesson in Servant Leadership

Then one of the testing team leads asked if he could meet with me to talk through things. He kindly and patiently explained why what we did was so stupid and counter-productive. He told me that the teams needed a cheerleader, not a dictator. He asked me to spend time with the individuals on the teams. He wanted me to spend more time in face-to-face conversations instead of mass emails. He wanted me to understand how hard the class was working to accomplish a common goal so that I would stop wasting their time with unnecessary busy work. He wanted me to focus on listening and removing roadblocks. He is now, unsurprisingly, a manager at Amazon, and someone I still hold in high regard.

I didn't fail the class because the objective of the class wasn't to develop a fixed scope within fixed time and budget. My wise professor wanted us to experience real-world project work as best we could in an academic setting and learn from it. He saw me try to turn things around at the end and knew that I had seen the error of my ways. He knew that I had learned my lesson, albeit the hard way.

Lesson Learned

So what lesson did I learn? To be honest, I initially thought that the lesson I was supposed to learn was that I suck at Project Management. I could not be trusted with leading a project to completion. I could code well and kinda sorta test, but the realm of Project Management was beyond my grasp.

This lesson was reinforced when I entered the workforce a few months later and saw command-and-control PMs leading projects “correctly”. These were professionals who did not go on rants against their developers and testers. They were not perfect, but they did their best to make things work in alignment with the command-and-control, iron triangle, Waterfall-driven style they were trained to use. Despite their best efforts, I found myself in War Rooms quite frequently, and my wife learned to not expect to see me in the months surrounding a Production install. I didn't realize it at the time, but I was living through the hell that I had just put my classmates through.

Of course, that wasn't the PM's fault. As I said, they were doing the best they could, and we were doing the best we could. The problems were much deeper than any one individual. We had to change the way we work, starting by not only recognizing but emphasizing the human element of software development.

The real lesson is that command-and-control Project Management doesn't work. Had I taken the time to understand Lean/Agile development processes and practices, I could have done a decent job as a Scrum Master or Agile Servant Leader in my capstone class. I might have even done some coding and testing alongside my cross-functional Agile development team(s). Even before I learned that lesson, I learned the importance of being a cheerleader. I have always striven to let the teams I've worked with know what a great job they're doing and how much I appreciate them. I haven't always succeeded, but that pep talk I received my final year of college never left me.

Once I realized that what I was experiencing in corporate life was essentially the same as that capstone class, I vowed to change things. I delved into the world of Lean and Agile and brought the things I learned back to my area. To many people it looks like I've picked it up extremely quickly; in reality, I've been learning this lesson for at least six years. If anything, I'm ashamed it took this long to finally “click”.

Muscle Memory vs. Muscle Confusion

The most popular Agile methodology in practice today is Scrum, which relies heavily on ceremonies. Any decent Agile coach working with a new Scrum team will drill these ceremonies into them in an effort to get the most out of the framework. They drive cadence, alignment, continuous improvement, transparency, etc. One of the big benefits of doing this is that it becomes a part of their routine. They no longer have to figure out how they're going to align on a daily basis; plan their work; communicate with their customer; inspect and adapt; etc. All of those things are "baked in" to the framework. Because there's so little prescribed, it's easy to pick up and repeat forever. By making those things rote, you develop a sort of Agile "muscle memory".

Wax on, wax off, stand up for 15 minutes

Muscle memory is a condition where a task is repeated so frequently that it can be performed unconsciously. Just think of Mr. Miagi and Daniel-san in The Karate Kid. Mr. Miagi had a lot of landscaping work to be done, and Daniel wanted to learn Karate. As luck would have it, the motions required of a Karate black belt are the same as sanding decks, staining fences, and washing cars - who knew? Right as Daniel is ready to throw in the towel, Mr. Miagi attacks him Daniel's muscle memory kicks in to save himself from being pounded by a Karate master. Likewise, those Scrum ceremonies become reflexive and help new Agile practitioners focus on the hard task of developing new software instead of thinking about how they're going to go about "Being Agile".

However, too much of a good thing can be bad. Once that muscle memory kicks in, it makes it harder for our Agile "muscles" to grow. The body has optimized how to do the repetitive thing, and doing it more doesn't really result in any added strength. This is a problem that strength trainers and body builders are familiar with. Your workout routine can't be too routine or you'll plateau. You have to introduce what's called "muscle confusion".

Muscle confusion is the concept of varying the types of exercises you do, as well as the number of sets and reps of those exercises, to avoid muscle memory and keep building muscle by tearing it and letting it repair stronger. If muscle memory kicks in then it becomes harder to tear the muscles. You see this concept manifest in workout regimens such as P90X and Cross Fit. One of the difficult things to get right, though, is the right amount of muscle confusion. Switching 100% of your exercises 100% of the time won't get you optimal performance.

I liken muscle confusion to a Kaizen mindset in Agile. You have to have an urgency about change, but it has to be small, incremental change in order to be effective. Change too little and muscle memory sets in - boring scrums, useless retros, tedious planning, etc. Change too much and the disruption causes everything to start falling apart.

P90X and Cross Fit are not for everyone. You will have to determine as a team how much change you can handle on a sprint by sprint basis. Some will change almost daily, others will be lucky to successfully adapt on one thing per sprint. As long as you're being honest with yourselves, that's fine. Just beware of muscle memory and muscle confusion. Optimize the change, and there are no limits to how much you can grow your Agile strength.