Simple Measurements

Agile Teams
Value Focused, Values Driven

Schalk W. Cronjysb33r @ gmail.com@ysb33r

Many of things discussed has roots in Knowledge Management and ancient philosophy, beliefs and faiths.

It is not new, but are generally ignored due to the strong influence of Taylorism especially in western contexts.

This is an overview of things that work, that will need adoption in your context and are simple guidelines showing you how to do things.

- Johnny Clegg : In My African Dream

"The revolution has eaten its children
I see the river of dreams run dry."

Agile revolution of the previous decade.Chief revolutionary Kent BeckIn the name of effectiveness, many good techniques were burnt on the stake

Acknowledgement: Picture is CD Cover of In My African Dream

Scott's Model

Societal InstitutionsOrganisational FieldsOrganisations Actors(groups/individuals)

diffuse, impose

diffuse, impose

diffuse, impose

invent,negotiate

interpretinnovateerror

invent,negotiate

Limitations of cognitive / social rationalitySelective perception

sanctionbehaviour

invent,negotiate

Societal InstitutionsNo individual, team or organisation lives in isolation

Sets of internalised rulessupported by valuesHas tacit influenceRules will be contestedShape understanding of social meaning + orderProvides a framework for performanceShapes of rights + dutiesPolitical authorityEconomic opportunities

Marshall Model

http://flowchainsensei.files.wordpress.com/2012/03/rightshiftingscene1_0792.jpg

But what does it mean to be truly agile? Every two to four weeks teams produce a potentially shippable increment: a version of software that a customer or internal development partner could use and provide feedback on. Each of these increments is a step toward reaching the overall goals of a release. Truly agile teams maintain their software in a state of constant release readiness by ensuring they do not build up significant technical debt. Examples of technical debt include untested software, open or deferred defects, or product features that cannot be tested in an automated fashion. Agile teams maintain a consistently low level of open defects, test features completely as they are developed, and develop automated tests that have high code coverage levels (>70%) that can be executed with little effort. - Jim Sartain

Marshall Model

http://flowchainsensei.files.wordpress.com/2012/03/rightshiftingscene1_0792.jpg

------------ Agile teams thrive ---------------

Agile teams in isolation / under duress

Three partsPreferred Task

Preferred Cognitive Approach

Preferred Technology

This may affect how/what you measure!

Combat withAppropriate team composition

Reviews / quality measures

Signature Skills

From the work of Dorothy Leonard.

Read Wellsprings of Knowledge

Agile is the continuous delivering of value to stakeholders

Customers

Users

Developers & Testers

Governments & Legislators

Societal Institutions

Increased revenue

Reduction in costs

Faster response times

Less rework

Agile Teams Understand That Fundamentally:

You are not here to produce software, you are here to provide value to the business

Also refer to Dave Nicolette (http://davenicolette.wordpress.com/2012/08/14/how-to-avoid-the-local-optimization-problem-when-coaching-at-the-team-level-2/)

The goal is delivery effectiveness

Some still preach the Agile Manifesto,Some show you methods that will work

Consistency

Mintzberg: Strategy as a pattern of consistent behaviour of timeNOT exact behaviour

Chaotic systems show consistent behaviourNOT repeating behaviour

Accuracy is to precision
as
engineering is to mathematics

Be accurate enough
to get there, but no more accurate

Agile Teams Understand Accuracy:

Economic View

It helps to quantify the effects of multiple interacting variables

It helps us to understand that the customer is not the only judge of value

By using an economic framework it can allow us to maximise value, includingcycle time

product cost

development expense

It helps to communicate with non-technical decision makers

Agile Teams Take An:

Business Value Increments

Focus is on value

Only done when the increment is delivered end-to-end

No burning down of tasks ! (false economy)

Each increment must have at least one metric of the value it will deliver

Therefore In Agile Teams, Delivery Is Based On:

- Amen-em-apt
(Egyptian philosopher, ~700BC)

"A pilot who sees from afar
will not make his boat a wreck."

Visualise

Honesty!

Makes it transparent to everyone that is going on

Visual cue for bottlenecks

Manual board and easy-to-use online system

Therefore Agile Teams:

Measure Cycle Time

Measure average time in system of each BVI

Less time is spent on estimating future delivery times

Better predictability

Historic data automatically takes into account any disruptions such asOperational issues

Days off sick

AvgTimeInSystem x NoOfBVIs
Time = ---------------------------------
Concurrency

Agile Teams Also:

Use of an online system provides automated measurement.

It is important not to neglect having a BIG VISIBLE BOARD

Historic Data vs Estimation

- Sun Tzu, The Art of War(~ 512 BC)

"Do the difficult whilst it is easy"

Challenging institutional lines of thought.

Lean thinking

Investing early in the infrastructure to obtain the savings later on

Simple innovations, Blood transfusions in WWII

(The exact dates are disputed by scholars. The date is approximate)

Combat tyranny of the urgent

Investment in value-adding activitiesTest-driven development

Continuous integration

Continuous deployment

Unobtrusive process data capturing

Therefore Agile Teams Will:

- Eclesiastes 4:9-10; KJV Translation(Origins ~ 971-931 BC)

"Two are better than one; because they have a good reward for their labour.

For if they fall, the one will lift up his fellow: but woe to him that is alone when he falleth; for he hath not another to help him up."

Pairing up / Teaming up with different skills to work on same featureFeature teams are not a new concept

Reduces mind-set trap, creative abrasion

Could be perceived to have higher person cost per featureInstead of distributing the person cost over multiple queues, the cost is combined into a single queue

Can actually lead to reduced cycle time.

Groups

Therefore Agile Teams Work As:

Eclesiastes 4:9-10

Two are better than one; because they have a good reward for their labour.

For if they fall, the one will lift up his fellow: but woe to him that is alone when he falleth; for he hath not another to help him up.

971-931 BC

Core Rigidities

Limited problem-solving

Inability to innovate with new methods/tools

Limited experimentation

Screening out external knowledge

From the work of Dorothy Leonard

Core Capabilities

PRESENTFUTUREEXTERNALINTERNALShared-problem solving

Experimenting and prototyping

Absorbing technical knowledge from the outside

Implementing new technical processes and tools

- Plato: The Republic
(~ 380 BC)

"The measure of difference between the two in terms of true pleasure is that the philosopher king lives seven hundred and twenty-nine times more pleasantly than the tyrant king"

Acknowledgement: From the Penquin Classic edition of The Republic

Servant - Leadership

Leadership over management

Managers add value, not interruptions

Egalitarian team work

Agile Teams Prefer:

In this management approach the job of leaders and managers is not so much to get the results, but to create the underlying system and develop people so that results can be achieved. Mike Rother Totota Kata

Thank you

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AOTB 2012

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