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.
A Search for Structure
Apologia
A ChapterGrain Shapes and Other Metallurgical Applications of Topology
An EssayStructure, Substructure, and Superstructure
An EssayThe Interpretation of Microstructures of Metallic Artifacts
An EssayMatter versus Materials: A Historical View
An EssayIconography
It is understandable that those students who must work from reproductions of works of art are usually more interested in iconography than in the more subtle questions of technique and quality, but it is regrettable that technical ignorance should so frequently prevent art historians from considering the whole experience of the artist.
Understanding technique
Technique is an essential aspect of any work of art from a trivial trinket to the greatest painting, and some specialized study of it is essential to full appreciation.
Though museum labels and catalogs refer to materials and processes — “bronze,” “fresco,” “parcel gilt,” “tempera,” “lacquer on wood,” and so on — they usually display only superficial attention to the essential details of the artist’s technique.
Bells
Most Japanese bells when hung still have on them one or more rough lines obviously arising in horizontal mold joints. These lines are not removed in fettling the bell, and they seem to be regarded not as defects but rather as a reminder of the reality of the founder’s interaction with his materials. One is reminded of the ceramics that are most treasured in Japan which usually have some unexpected tool marks or irregularity resulting from a kiln mishap.
Nearer to the surface
If in the following I overemphasize the Orient, this is simply because in the Far East the properties of materials are a little nearer to the surface, a little more consciously a part of what the artist is trying to show. The naturalistic aspects of Oriental philosophy encourage a sensitivity to the quality of materials — or is it the inverse, that an early enjoyment of stone, wood, clay, and fiber gave rise to the philosopher’s perception of the soul in all natural things comparable to man himself? Westerners tend to override materials, usually in ignorance, but sometimes proudly as a tour de force.
The drop press
The virtue of thin sheet metal in giving the greatest glitter for a grain of gold was exploited in the earliest days of metallurgy. However, before the days of rolled sheet and drawn wire, most metal objects were made by hammering and were basically three-dimensional in form.
[In contrast] look at the simple drop press — it’s unmodulated blow striking in a single direction symbolizes much of nineteenth-century mechanized production. To make multiple stampings, stacks of very thin metal sheets were superimposed under the hammer, and the final profile with moderately high relief was gradually achieved as finished sheets were removed from the bottom and new ones added at the top.
When the drop press was used to shape large areas of thin sheet metal, the aesthetic qualities of the surface became divorced from the underlying substance, and decoration became independent of the body needed to support it. In any object there is a natural relationship between the surface and the bulk, that is, between its one-, two-, and three-dimensional aspects. The fakery involved in applying gold or silver playing on a solid copper object is quite different from the deception of an ornately stamped piece of thin sheet brass. Compare a magnificent ormolu furniture fitting or even a gilded plaster picture frame with a cheap lamp base embossed in thin sheet brass. In the former, the surface is simply and honestly applied for its optical effect alone; in the latter the fakery is fundamental for it is dimensionally misleading.
Big things and little things
It is hardly possible that human beings could have decided logically that they needed to develop language in order to communicate with each other before they had experienced pleasurable interactive communal activities like singing and dancing. Aesthetic curiosity has been central to both genetic and cultural evolution.
All big things grow from little things, but new little things will be destroyed by their environment unless they are cherished for reasons more like love than purpose.
What's the difference?
I well remember an occasion in 1962 when in a remote Iranian village I asked a blacksmith famous for his superior penknives to tell me the difference between iron and steel. “What’s the difference?” he replied. “What’s the difference between an oak tree and a willow — they have different natures and one must adapt to them.” He did not accept the suggestion that some material absorbed from the fire’s charcoal might have something to do with it, and he would not have understood a word of any lecture I could have given him on diffusion, crystal structure, and phase transformations; yet he could make a good knife and I could not.
The scale of human experience
It is the scale of human experience, from which thought and imagination take off, and to which they must return.
The edifice from which they came
A list of types of bricks used in the Hagia Sophia may help one to build an interesting brick wall, but it poorly suggests the great edifice from which they came.
The interplay of pattern and texture
Some of the more enjoyable surfaces (for example, the grain of a fine mahogany table top or a Japanese sword) have an interplay between pattern and texture which, though two-dimensional, suggests the unseen internal three-dimensional array.
Resonances
The resonances arising in workmanship are often very subtle. The fact that the material itself guides the tool differently in different processes of working introduces changes in the overall relationship of curvatures. The smooth curves of surfaces approaching the edge of a jade axe that come about from innumerable abrasive particles moving against a slightly yielding and mechanically unconstrained backing would seem incongruous if other surfaces or outlines were present that had come from cleavage or from the geometric motions of a machine. These could be produced easily enough, but the eye would not establish larger resonances among them.
Fine arts and decorative arts
The fine arts are conscious and essentially individual in tradition.
The quantitative and economic aspects of the decorative arts, on the other hand, make them intrinsically repetitive. Because of this, their aesthetic qualities have a very intimate relationship to the technology of materials, and their design is thereby basically affected.
In addition to the qualitative need for repetitive detail in design, the decorative arts have a quantitative requirement, namely the imperative of covering large areas or making large numbers of individual objects.
Replication
Consider also the development of mass-production methods involving the casting of molten metals. Though the finest castings were made individually by the lost-wax process, the majority of casting from the earliest days have been designed expressly to facilitate molding. As with punches and dies, most foundry processes have the characteristic that the careful work of the master designer is involved only once, whereafter replication takes over.
Reproduction
The success of a mechanic’s, or a machine’s, reproduction of a thing depends on his, or its, sensitivity to whatever qualities are important, just as the skill of the designer lies in the proper appreciation of surface qualities in terms of structure and shape variation that come from the intended means of production.
The inner nature of material
The work of an artist in getting the details that he wants is greatly facilitated if he selects a material whose inner nature makes it want to take the desired shape.
The idea grows as they work
As they work, the experience of the material under the artist's fingers subtly interacts with the idea in their mind to give the finished work some quality that was rarely fully anticipated. A few artists seem to have such a feeling for their materials that the prevision needs little modification; most say that the idea grows as they work experimentally.
True artistry
The best of all examples of a satisfactory art form based upon the inner nature of a metal is provided by Japanese swords.
Our perception of beauty seems to involve the interaction of several patterns having origin and significance at many different levels of space, time, matter, and spirit. In the Japanese sword blade there is heterogeneity in both the macrostructure and the microstructure. The manner of forging, the heat treatment, and the final polishing operation are all uniquely Japanese techniques, and all make necessary contributions to the final quality of the blades. The shape along would be simplistic form; the forged texture of the steel without heat treatment would at best faintly echo the beauty of grained wood; the outlines of the quench-hardened zone at the edge would be sharp and uninteresting if it depended only on the control of cooling rate during quenching; and the polish would be uniform glitter if the metal were homogeneous. With true artistry all these are made to interact.
Simple variations of the parts
Symmetry, indeed, has been grossly overemphasized in both art and science: its main value is in giving meaning to its absence, dissymmetry, without which there could be no hierarchy.
The eye is repulsed by complexity if no order is detected, but it can be delighted by repetition, translation, rotation, reflection, magnification, and other simple variations of the parts.