Posts Tagged ‘agile’

The Human Cost Of Deadlines

Post written by Brett Gibson, Owner and Vice President of Business Development at AdventureTech

Deadline: Originally a Civil War term for a line that marked the distance a prisoner could go before being shot on sight. (source: http://www.thefreedictionary.com/deadline)

When I see an employee who is asked to guess on a timeframe, be held accountable for such random number theory, and then forcibly held accountable to that speculation – I become concerned.

When I hear an IT department say, "We need to identify these timeframes so we know how much overtime we'll have to put in to make our deadline"  -  I positively cringe.

Many companies still have an unhealthy "adrenalin-junkie" addiction to deadlines because they confuse them with results. The truth is, and what many companies repeatedly fail to understand, is that they are actually incurring larger costs in the form of waste, technical debt, staff turnover, disengaged employees, and eroded company culture.

As this self-induced erosion occurs, these companies get a reputation in the community as a place to avoid, both from consumers and job seekers.  

This tired practice of using wartime models for peacetime business practices is both misplaced and corrosive. Comparing workers to soldiers, projects to D-Day beach landings, and acceptable losses/collateral damage to the greater cause……all of this modern day nonsense eventually erodes the very business continuity and productivity gains they were trying to obtain in the first place!

 

If the goal is productivity – deadlines will guarantee the opposite. Forcing your staff to meet arbitrary timelines doesn’t build morale; instead it builds an unhealthy camaraderie of mutual hatred, resentment and distrust toward management.

Steady, predictable output, determined from actual metrics, gets you there – and more accurately. Agile principles, when applied correctly, have the ability to turn the tide of the deadline culture while simultaneously creating better work environments.

What company in their right mind WOULDN'T want that?

This year, why not change the way you've always done things? Let your employees enjoy the holidays without the threat of looming deadlines born out of someone’s need for their bonus or misplaced desire for a neatly packaged project completed at year end.

The deadline isn't what's most important.

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Lean & Agile : A Panel Discussion

Today we have short Q&A about agile practices with out esteemed guests Winston Churchill, Albert Einstein, Mark Twain, Martin Luther King, Jr, Gandhi, Bruce Lee, & Franklin D. Roosevelt.

 

Question: Why do you believe there is benefits in building & watching metrics and then projecting dates versus utilizing pre-defined project dates?

Churchill: The farther backward you can look, the farther forward you are likely to see.

Albert Einstein: A man should look for what is, and not for what he thinks should be.

Question: Is this because full discovery early on is hard to achieve?

Martin Luther King, Jr.: Everything that we see is a shadow cast by that which we do not see.

Albert Einstein: Occurrences in this domain are beyond the reach of exact prediction because of the variety of factors in operation, not because of any lack of order in nature.

Question: The what did you tell your project manager the last time he asked you for an accurate estimate?

Gandhi: I do not want to foresee the future. I am concerned with taking care of the present. God has given me no control over the moment following.

Mark Twain: I was gratified to be able to answer promptly, and I did. I said I didn't know.

Question: Some managers like to create their own artificial estimates to fit their plans, does this work out well in some cases?

Albert Einstein: No problem can be solved from the same level of consciousness that created it.

Mark Twain: Get your facts first, then you can distort them as you please.

Question: But wouldn’t it be fair to say that without a estimate to hold somebody to, that the work item will not be completed in a timely manner.

Bruce Lee: Notice that the stiffest tree is most easily cracked, while the bamboo or willow survives by bending with the wind.

Question: If there are shortcomings in the waterfall methodology, should those just be addressed in the methodology instead of creating entire new development method?

Albert Einstein: Any intelligent fool can make things bigger and more complex… It takes a touch of genius – and a lot of courage to move in the opposite direction.

Question: Do you believe in following Scrum as prescribed or do you believe “Scrum But” is acceptable?

Bruce Lee: Learn the principle, abide by the principle, and dissolve the principle. In short, enter a mold without being caged in it. Obey the principle without being bound by it.

Franklin D. Roosevelt: One thing is sure. We have to do something. We have to do the best we know how at the moment… If it doesn't turn out right, we can modify it as we go along.

Question: What would attract a team to using an Agile approach with a loose definition of procedure such as KanBan or “Scrum But”

Churchill: To improve is to change; to be perfect is to change often.

Bruce Lee: All fixed set patterns are incapable of adaptability or pliability. The truth is outside of all fixed patterns.

Gandhi: Constant development is the law of life, and a man who always tries to maintain his dogmas in order to appear consistent drives himself into a false position.

Question: If you have gathered metrics using an Agile approach and your manager demands you to complete a feature in a timespan that your metrics say is not possible, how do handle a response telling them that?

Churchill: The truth is incontrovertible, malice may attack it, ignorance may deride it, but in the end; there it is.

Mark Twain: Let us make a special effort to stop communicating with each other, so we can have some conversation.

Question: It is popular to display a large visual task board so that the team is transparent to anybody interested, why is this information important to be constantly available?

Churchill: A lie gets halfway around the world before the truth has a chance to get its pants on.

Gandhi: An error does not become truth by reason of multiplied propagation, nor does truth become error because nobody sees it.

Question: When starting a new project do you like to create detailed documentation before hand to make development easier?

Franklin D. Roosevelt: Are you laboring under the impression that I read these memoranda of yours? I can't even lift them.

Question: Ok so you may not like a lot of documentation but how can you get started with none?

Martin Luther King, Jr.: You don't have to see the whole staircase, just take the first step.

Franklin D. Roosevelt: There are many ways of going forward, but only one way of standing still.

Bruce Lee: Be like water making its way through cracks. Do not be assertive, but adjust to the object, and you shall find a way round or through it. If nothing within you stays rigid, outward things will disclose themselves.

Question: Having removed so many potential roles and overhead in a development team, should people in those roles be in fear of losing their job?

Franklin D. Roosevelt: The only thing we have to fear is fear itself.

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Agile Fundamentals: Follow The Knowledge

If you spend some time in our AdventureTech office, you will undoubtedly hear a significant amount of discussion around agile software development. Depending on your familiarity with the world of software, you may have heard of agile. For those not as familiar, it may just seem like more industry jargon and hype from the I.T. sector.

The good news?

With more than a decade of practice and experience, agile is well beyond the hype stage and continues to prove its worth one project at a time. A good starting place for agile education is the Agile Manifesto and the 12 principles that support the manifesto. True to the philosophical roots of agile, the substance of the manifesto is quite simple:

1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

The underlying theme across these value statements is knowledge; or more specifically, how to improve knowledge acquisition and flow in a software development project. Agile emphasizes the importance of information feedback loops–the shorter the better.

All software projects have feedback loops. The problem with traditional software methods is the lengthy feedback loop. Take, for example, a traditional waterfall project where all the requirements and analysis are done at the beginning. The coding and testing are not performed until the very end of the project.  So on a nine month project, the customer does not benefit from an information feedback loop until the ninth month!

Contrast the traditional approach with Agile, where software is built incrementally and iteratively. An agile team will demo working software in a matter of weeks. The customer benefits from early feedback and the knowledge gleaned from the initial software testing. After one iteration, there is opportunity for improvement. The customer is able to ask: How does the software compare to our expectations? Are there defects? What should we do different in our next iteration? Agile teams typically conduct frequent project retrospectives to assess the information from the feedback loop, and take action to improve. The goal is to foster a culture of Continuous Improvement. 

The benefits of feedback loops are not exclusive to the customer role. On a daily basis, agile team members learn from their experiences of working closely with each other and the customer. Through the iterative and Continuous Improvement process, they learn and improve. Even at the technical level, agile software developers employ coding techniques and automated tests that provide a feedback loop as short as a few seconds.

Ultimately, the key to quality software development is knowledge. And the best way to acquire knowledge in any software project is short feedback loops that allow the customer and provider alike to make the changes necessary to achieve success.

At AdventureTech, we proudly spend time and resources educating the community on a regular basis about agile software development. We would be happy to share our agile experiences with you. Contact us today if you'd like to learn more!

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