Agile Design and Development
So that you can get feedback on it and make it better
The most rewarding iterations
Building is never a straight line
Product owner vs. product manager
A Product Owner is focused on output i.e. how quickly can we build these features?
Product Management, on the other hand, is focused on outcomes i.e. why are we building these features in the first place?
Good design is redesign
Good design is redesign. It's rare to get things right the first time. Experts expect to throw away some early work. They plan for plans to change.
It helps to have a medium that makes change easy. When oil paint replaced tempera in the fifteenth century, it helped painters to deal with difficult subjects like the human figure because, unlike tempera, oil can be blended and overpainted.
Finish designing as close to the end of a sprint as possible
The traditional process of delivering design, vs. delivering design just in time.
Designers are often working at least one sprint ahead of engineers. While one sprint might not seem like much of a lag, a typical product team learns a lot after the design hand-off. ...Instead of working ahead, we should finish designing as close to the end of a sprint as possible: just-in-time design.
We optimize what we measure
Scrum does not say “only focus on output”, but, unfortunately, humans will optimize for what they measure.
If you worry about story points & hitting your estimations, that’s what is going to consume your attention. That is what you and your team will optimize for.
And that is the core critique of Scrum as it is practiced: That it focuses a product team’s attention so heavily on delivery — on building lots of features quickly & efficiently — that teams fail to focus on spending time to discover what the right thing to build is.
How we can do better
It actually doesn't matter whether you actually have a formal retrospective. It doesn't matter whether you have four or five labels of things on your retro board, or exactly how you do the retro. What does matter is the notion of thinking about what we're doing and how we can do better, and it is the team that's doing the work that does this, that is the central thing.
The 'date scrum' anti-pattern
Date Scrum is an R&D pattern where developers are asked to estimate software project requirements upfront for the entirety of the project. After the project is green lighted and the budget is set based on the final estimates, the team then holds daily scrums to status and manage risk as they “iterate” the solution toward the release date. To some, this approach is described as doing Waterfall in sprints.
The fundamental problem with Date Scrum is that the team is de-focused from discovering the best solution. Instead they are heavily focused on delivering Something™ by the Date™. Engineers are problem solvers, and if the primary problem becomes delivering Something™ that will pass QA by the Date™, they will, with enough pressure, solve that exact problem.
That which requires caring
Today's real world of technology is characterized by the dominance of prescriptive technologies.
The temptation to design more or less everything according to prescriptive and broken-up technologies is so strong that it is even applied to those tasks that should be conducted in a holistic way. Any tasks that require caring, whether for people or nature, any tasks that require immediate feedback and adjustment, are best done holistically. Such tasks cannot be planed, coordinated, and controlled the way prescriptive tasks must be.
Prescriptive technologies eliminate the occasions for decision-making and judgment in general and especially for the making of principled decisions. Any goal of the technology is incorporated a priori in the design and is not negotiable.
Manifesto for Agile Software Development
A DefinitionWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Agile Scrum is not working
The Agile founders had it right, one size doesn't fit all. What the founders perhaps didn’t foresee, or couldn’t agree on, is that in order for the world to scale and consume their wisdom, it had to be packaged as concrete practices, not as abstract classes with virtual methods to be defined in context. And to the proponents of Agile Scrum, give them their due, for their part, they made it concrete – Agile Scrum has been packaged and delivered. Yet much work remains to realize the promise of Agile, which in summary is, the realization of wise use of lightweight development practices and workflows that flexibly adapt to the changing and evolving needs of customers.
Driving engineers to an arbitrary date is a value destroying mistake
An Article by Gandalf HudlowWhat happens when you apply date pressure to software engineers working on high value software projects? The engineers will focus on delivering Something™ by the Date™! This fatal flaw results in delivery of a Something™ full of chaos and features that nobody really wants or needs.
Beware SAFe, an Unholy Incarnation of Darkness
An Article by Sean DexterThe Lean Portfolio Management function that controls funding, are given sole authority to approve which Portfolio Epics move into each stream. Epics are not explanations about a problem that needs to be solved. They are pre-formed ideas about how best to solve those problems.
Right away we can see signs of the old-school mindset of viewing teams as a “delivery” function instead of a strategic one. The high level thinkers come up with ideas, and the low level doers execute on those ideas. Ignored is the possibility that those closest to the work might be best equipped to make decisions about it. Escaping from this misguided mindset is a core goal of Agile thinking that SAFe fails to remotely accomplish.
Why Scrum is killing your product
An Article by Henry LathamDesign Systems, Agile, and Industrialization
An Article by Brad FrostI’ve come to the conclusion that “enterprise web development” is just regular web development, only stripped of any joy or creativity or autonomy. It’s plugging a bunch of smart people into the matrix and forcing them to crank out widgets and move the little cards to the right.
In these structures, people are stripped of their humanity as they’re fed into the machine. It becomes “a developer resource is needed” rather than “Oh, Samantha would be a great fit for this project.” And the effect of all this on individuals is depressing. When people’s primary motivation is to move tickets over a column, their ability to be creative or serve a higher purpose are almost completely quashed. Interaction with other humans seems to be relegated to yelling at others to tell them they’re blocked.
Reading “AS PER THE REQUIREMENTS” in tickets makes me dry heave. How did such sterile, shitty language seep into my everyday work?
The value-destroying effect of arbitrary date pressure on code
An Article by Gandalf HudlowThe mandate from above is clear, just get it done! Avoid everything that's in the way: all advice, all expertise, all discovery efforts that detract from hitting the Date™!
What these organizations don't realize is that all software change can be modeled as three components: Value, Filler and Chaos. Chaos destroys Value and Filler is just functionality that nobody wants. When date pressure is applied to software projects, the work needed to remove Chaos is subtly placed on the chopping block. Work like error handling, clear logging, chaos & load testing and other quality work is quietly deferred in favor of hitting the Date™.
Agile is Dead (Long Live Agility)
An Article by Dave ThomasThe word “agile” has been subverted to the point where it is effectively meaningless, and what passes for an agile community seems to be largely an arena for consultants and vendors to hawk services and products.
…Let’s abandon the word agile to the people who don’t do things. Instead, let’s use a word that describes what we do. Let’s develop with agility.
- You aren’t an agile programmer—you’re a programmer who programs with agility.
- You don’t work on an agile team—your team exhibits agility.
- You don’t use agile tools—you use tools that enhance your agility.
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Individuals and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation, and
Responding to Change over Following a PlanTraditional companies are losing because they mismanage software engineers
An Article by Emma WattersonInnovation is messy, and frankly Anti-Steve [Jobs] can’t figure out why you wouldn’t just tell people the right thing to build and skip all the trial and error that comes with innovation. Anti-Steve and his board of directors that keep him in place fundamentally believe that they know what needs to be built. Or at least that they can hire the messiah that will come down off the mountain and tell everyone what to build. There is no such messiah.
Why we stopped breaking down stories into tasks
An Article by Adam SilverThe Scrum process says to break down stories into tasks to make estimation easier, encourage collaboration and to be able to show more granular progress during a sprint.
But after a few sprints, we decided to do the next sprint without creating tasks. As a result we drastically increased our velocity and never went back. Here I'll jot down some of the reasons we decided to do this:
- Breaking down stories into tasks is time consuming
- The tasks we came up with invariably would change as we worked on the stories
- Tasks are repetitive
- Tasks were often carried out in parallel
- Our estimates didn't improve
- It decluttered our task board
- It encouraged collaboration throughout the sprint
While we started our process by following Scrum to the letter, we soon realised that breaking down stories into tasks was something that wasn’t worthwhile for us. In the end we realised that it was overplanning and poor use of our time. In the end we used that time to get on with the work and deliver at a significantly faster pace.
Why We Don't Do Daily Stand-Ups at Supercede
An Article by Jezen ThomasYesterday I worked on the widget.
Today I will work on the widget.
I have no blockers.Are you asleep yet? The developers are. You promise them an intellectually stimulating work environment and what they end up with is drudgery.
What value can be had from these meetings anyway? Using “alignment” for justification is so nebulous that it is essentially meaningless. Engineers align themselves. They talk. Especially if you hire good ones (which, you know, you’ll struggle to if you have a culture of coercing them into this kind of busywork). Where does the real discussion happen? It’s written down.
Software that nobody wants
An Article by Gandalf HudlowFinding value is the result of enabling individual and group-level discovery attempts. It's not the result of everyone following one leader's gut.
What just happened is a new software product/feature was created that no customer wanted. This happens way too often. In fact, most hyper important software projects that must be done by date certain or else, have deep flaws that cause some variation of this phenomenon, flaws that include:
- Not wanted - Company specified a solution to a problem that customers don't actually have
- No Rarity - Company is pursuing an iKnockoff of existing products. The market already has two scaled competitors with working solutions, customers naturally spend budget on products that are already successful to avoid risk
- Incorrect Packaging - Customers need a website, but the company created an iOS app instead
- Incorrect Pricing - Customers need SaaS pricing, but the company created a shrink wrapped, on-premise solution with CapEx and maintenance agreements instead
Making sense of MVP
An ArticleHenrik Kniberg:
The top scenario (delivering a front tire) sucks because we keep delivering stuff that the customer can’t use at all. If you know what you’re doing – your product has very little complexity and risk, perhaps you’ve built that type of thing hundreds of times before – then go ahead and just do big bang. Build the thing and deliver it when done.
Doing It Right
An Article by Brad FrostDoing it right requires a different pace of working and a much broader thought process than “ok, let’s get this thing out the door.” Which is super tough because most workplaces place a huge emphasis on getting things out the door, and fast. Little agile tickets that are expected to be completed in micro sprints to me seem to be antithetical to doing it right.
Planning doesn't make for better software
A Fragment by Robin RendleMy own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it.
Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me.
After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64.
Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way.
Agile as Trauma
An Essay by Dorian TaylorThe Agile Manifesto is an immune response on the part of programmers to bad management.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
The State of Agile Software in 2018
A Talk by Martin FowlerOn the surface, the world of agile software development is bright, since it is now mainstream. But the reality is troubling, because much of what is done is faux-agile, disregarding agile's values and principles. The three main challenges we should focus on are: fighting the Agile Industrial Complex and its habit of imposing process upon teams, raising the importance of technical excellence, and organizing our teams around products (rather than projects).
Product vs. Feature Teams
An Article by Marty CaganThis article is certain to upset many people.
The Nature and Aesthetics of Design
Any imaginable shape
The thing which sharply distinguishes useful design from such arts as painting and sculpture is that the practitioner of design has limits set upon his freedom of choice. A painter can choose any imaginable shape. A designer cannot.
Useless work on useful things
Anyone can verify by simple observation two important facts.
The first is, that whenever humans design and make a useful thing they invariably expend a good deal of unnecessary and easily avoidable work on it which contributes nothing to its usefulness.
The second fact is that all useful devices have got to do useless things which no one wants them to do. Who wants car to get hot? Or to wear out its tires? Or to make a noise and a smell?
Presentable
I have sometimes wondered whether our unconscious motive for doing so much useless work is to show that if we cannot make things work properly we can at least make them presentable.
The principle of arrangement
It is really rather remarkable that, while anyone can tell whether a thing is a pocket-knife because, presumably, anyone can recognize the principle of arrangement which constitutes the similarity between all pocket knives, no one can visually abstract that arrangement. We recognize it when we 'see' it embodies, we can describe it disembodies, but we cannot visualize it disembodied.
The minimum condition
When a device is so designed that its component parts are only just strong enough to get the intended result without danger of failure, we may say it is in its minimum condition.
I suspect that the functionalists sometimes meant by functional design simply design aimed at the minimum condition for a device. In that case 'form should follow function' would mean that every system should be in its minimum condition, thus having certain limitations imposed on its form.
The requirements of economy
Economy is the mother of most inventions, not necessity, unless in the sense of poverty and hardship. A requirement for convenience is simply a diluted requirement for ease and economy.
It seems to be invariably true that those characteristics which lead people to call a design functional are derived from the requirements of economy and not of use.
When design gets too easy
Design has invariably exhibited styles because some clear limitations on freedom of choice are psychologically necessary to nearly all designers. When design gets too easy it becomes difficult.
The one best way
It is a most diverting spectacle to see the experts in work study exercising their considerably ingenuity to find the one cheapest way of doing operations which could perfectly well be dispensed with; for example, getting shiny surfaces on furniture. The 'one best way' of doing things like that is not to do them.
The versatility of flat surfaces
The versatility of flat surfaces is not commonly seen in nature.
The works of God
Via reddit
Thus the first and most important stratagem adopted to cheapen construction was the squaring and turning of components in order to eliminate offering up and individual fitting. The flatness, straightness, and squareness which more than any other characteristic distinguish man's construction from the works of God, derive from economy. We see the mark of economy in every building of squared masonry however magnificent it may be. Only the few remnants of ancient polygonal masonry remind us that the pattern of stone work where each stone is individually fitted can be very different from the cheap squared pattern to which we are accustomed."
Skill vs. knowledge
We should say that anybody has skill enough to build a good dry-stone wall but that few know how to design one, for the placing of the stones is a matter of knowledge and judgment, not of dexterity.
6 methods for economical design
- Use readily available materials.
- Use easily worked ('wasted') materials.
- Avoid dexterous labor.
- Use standardized materials or components.
- Avoid intermediate states (get straight to the final product).
- Use standardized language and geometry. Design only what can be easily communicated.
Old solutions
Where the problem is old, the old solutions will nearly always be best.
The bloodless ghosts of memory
The bloodless ghosts of memory.
A strangely negative character
Utility has a strangely negative character. We speak of the secret of happiness, for its causes are elusive; but there is no secret about the causes of unhappiness: thirst, hunger, want of sleep, exhaustion, pain, constraint of movement and too great heat and cold, are evils which can effectively prevent happiness. Utility has a negative character, because useful devices are adopted in the main for the sake ultimately of avoiding such evils.
From the fact that deadly injury, pain, and exhaustion prevent the fulfillment of the universal wish for happiness, we have always tended to infer that if only life were safe, comfortable, and effortless, we would be happy. It does not follow.
Sine qua non
What we see of a device is rarely the essential part, the sine qua non, but nearly always the superstructure which economy has imposed on it.
It seems that the work we call purely utilitarian is not more useful than its more ornamental counterpart. It is merely more economical.
The contribution that something in them yet compelled them to make
Makers and designers must gradually have come inwardly to believe that half their work had been mere frivolity because it had been avoidable, and because some of it had contributed nothing to the satisfaction of people's material wants. This must have affected them like a conviction of original sin.
The idea that utility was the purpose of work overpowered them and seemed unanswerable. From that time on perhaps the artist and workman have been weakened by an inward suspicion that they are supporting a lost cause. They have perhaps half-believed that the world could get on very well without the contribution that something in them yet compelled them to make.
No more than a sketch
The quality of a musical performance depends on the performers as much as on the score. The performers are said to be interpreting the score, but in fact they are adding intention of their own to those of the composer, recognizing that no score can in practice ever fully express the intentions of a composer, that it can never be more than an indication, a sketch; and no designer can in practice ever produce more than a sketch.
Purpureus
Our way of talking about surface quality as 'texture' is rather like the ancient Roman way of calling anything bright colored 'purpureus' on the principle perhaps that any bright color was much the same as any other.
The weather in the space
The architect's special preoccupation is first to decide what kinds of spaces shall be enclosed.
All manner of different considerations will influence an architect's decisions about the shape of the spaces they are to enclose, but the chief of them will always be the probable activities of the people who will enjoy the weather in the space.
Holding together a civilization
It is only in the present age that it has been asserted that 'architecture is not an art' or 'should not be an art': and that strenuous efforts are made to made a distinction between design and art. And nowadays we build cities of such a quality that no one likes living in them, everyone who can do so gets a motor car to escape from them. Because of the multitude of motor cars, escape is now denied us, the country is destroyed, and the cities become still less tolerable to live in.
All that is the consequence of contempt for art. Art is not a matter of giving people a little pleasure in their time off. It is in the long run a matter of holding together a civilization.
A cumulative effect
It is a cumulative effect, this character. It results from the combined impact of the design of a great many separate things, none of which is so very atrocious but too many of which are flatly negative, wanting. The design of each single thing in the environment, however small it may be, is really important.
Scenery
What is designed and made outlasts the people for whose profit and for whose use it was made.
We may think we are designing furniture of motor cars, but we are not. If we are designing a motor car for one man, we are designing scenery for fifty thousand others.
Something more is required
Efficiency, the capability of performing effectively, never made anything beautiful yet and it justifies no design in itself. To say of a design 'it works, it does its job', or 'it gets the intended result' no more commends or excuses it than to say of a man 'he has never actually defrauded anybody'. That is not what virtue means! Something more is required.
Beauty is like a joke
If some story makes you laugh aloud, then something in it causes the experience which issues in laughter. But can you describe that something to a person who does not think it funny in such a way as to make him see the joke and experience just what you have experienced?
A being-without
Not having a toothache is no goal for a lifetime. Happiness, however one defined it, is not something negative, a being-without.
Some emptiness in us
Whenever we encounter beauty we become aware, each time with a sense of shock and pleasure, faint though it may be, that some emptiness in us, not consciously felt but continually present, has been assuaged and fulfilled. We have a sudden high sense of completeness and harmony.
The matrix of all we know
Man's species has existed for an immensely longer period, unimaginably longer, in an unmodified natural environment. That unmodified environment was the matrix of all man knows of beauty. All the means of his experience of beauty evolved in it. Now, in the artificial environment, art creates an equivalent for that beauty, for it is a need of man's spirit.
The evolution of devices
All the first antecedents of man's devices were given him by Nature. Every one of his devices is traceable back to something in nature which suggested the first remote and primitive beginnings of its evolution. And every feature in art that man's mind conceived is conceived by a mind that has evolved as a part of nature: that grew out of nature.
The evolution of devices is as much a natural process as the evolution of organisms.
Deliberate acts
I do not know what one should call the landscape of a long cultivated countryside, or the enchanting pattern of lights which shows at night time in a modern city seen from overhead. Are these not works of art? It is scarcely justifiable to say that these things have taken shape by chance. Each part of them has been made as it is by what seemed a deliberate act, and it need not necessarily be assumed to be a matter of chance that the results of many acts of many men over a considerably period of time should harmonize together aesthetically.
The skill of perception
The newborn baby and the [blind man suddenly gifted with sight] do not have to learn to see. Sight is given to them. But they do have to learn to perceive. Perception is learnt and learnt slowly. Skill is required for perception as for speech. We are largely unaware of the skill we exercise. None of the things we have to learn to perceive are self-evident, or, apparently, instinctively evident. No doubt, however, we have an instinctive aptitude for this learning, and once we have learnt we cannot easily see as though we had not.
As Ruskin says, one has to strive, if one is to see with the 'Innocent Eye'.
Who did the teaching, then?
It has been contended sometimes that our response to works of art is entirely learnt and in no way innate; but the questions 'Who did the teaching, then? and how?' have not, I fancy, been much investigated. This contention is very true of our responses to styles and fashions, but it is not true of our response to beauty.
No kind
No kind of shape, no kind of design or kind of picture or other work of art can be beautiful. No kind of color is beautiful. Beauty comes always from the singularity of things. Two things which happen to be closely similar in size, color, insurance value, smell, weight, or shape, may both seem equally beautiful. It is not therefore to be deduced that, say, a smell of turpentine is a necessary prerequisite of beauty; and nor is the fact that the two things' shapes are measurably within a millimeter of each other. They might still be as different as chalk and cheese: they might differ hugely in surface quality so that one lived and the other was dead. One judges a man by what he is, by his individuality, his idiosyncrasy; not by his measurable properties or measurable behavior or by the shape of his nose or the description in his passport. So with a work of art.
Tradition
Change is of the essence of tradition. Our declining civilization has largely lost the conception of tradition as continuous change by small variations – as evolution, in other words – and can produce only fashions which, one after another, appear, live for a little while, and die without issue.
What a greenhouse was for
The new-found ability to make a wall all of glass had advantages, undoubtedly, in certain particular cases, but not in nearly so many as the Bauhaus stylists pretended. It is not forgotten by those who have to work in buildings with these glass walls that their propagators must have known quite well what a greenhouse was for and what it did. That knowledge counted for nothing beside the imperative necessity of showing how new the 'new architecture' was, by doing something obvious different from the fenestrated walls of the styles which had preceded it.
The act of creation
What I suggest has usually happened [during the act of creation] is this: the artist has glimpsed something: he has seen, perhaps fleetingly and indistinctly, some particular relation or quality of visible features which had previously been disregarded, and which impressed itself on him by its beauty. By means of making a work of art he then seeks as it were to fix isolate and concentrate what he has seen.
No one has ever succeeded in demonstrating in principle how this is done, but done it is; and when we see it done we find it hard to understand why it should have been so intensely difficult to do.
The imprint of a man
Art is the imprint of a man: a creature whose nature is idiosyncrasy sparring with conformity.
Déjà vu
The artists expression may make us aware for the first time of something we had too little regarded or had not been fully conscious of, presenting us with something which is quite new to us and yet at the same time disturbingly familiar – déjà vu.
The signature
It has long been understood that striving for originality as an end in itself is the mark of an inferior artist. The personal style of a good artist is never something that has been deliberately cultivated and forced but something that has appeared unsought as inevitably as the personal style of a man's handwriting.
But since artists of note are seen to have a distinct personal style, no artist can hope to make a reputation in a competitive society unless he too can show a distinctive style which easily differentiates his work from that of other artists and draws attention to it. Therefore artists of little capability or uncertain vocation will take great care to make their work look 'different', whereas those with any certainty in them will know that their work cannot help but look different from that of other people any more than signatures can.
It is worth reflecting that the fact of the unmistakable individuality of each man's signature is one foundation of modern commerce everywhere. To establish the individuality of it one need not write it vertically up the page in letters two inches high. And yet there are only twenty six letters, and everyone else uses them too.
It will not stand still to be pointed at
The cause of the experience of beauty is a series of events, not a state of affairs existing continuously. That perhaps is why the cause of the experience is something we find impossible to point out. It will not stand still to be pointed at. We can point out only what we perceive. We can never point out or describe what we see.