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.
Contrasting Concepts of Harmony in Architecture
The realm of feeling
Alexander: If you say: "Well, look, you're a feeling type, and I'm a thinking type, so let's not discuss that because we are always going to be on different sides", then it removes from this discussion what I feel to be the absolute heart and soul of the matter when it comes to buildings. Now I don't want to deny at all what you are saying about personalities. But I really cannot conceive of a properly formed attitude towards buildings, as an artist or a builder, or in any way, if it doesn't ultimately confront the fact that buildings work in the realm of feeling.
Panic
Alexander: It never occurred to me that someone could so explicitly reject the core experience of something like Chartres. It's very interesting to have this conversation. If this weren't a public situation, I'd be tempted to get into this on a psychiatric level. I'm actually quite serious about this. What I'm saying is that I understand how one could be very panicked by these kinds of feelings. Actually, it's been my impression that a large part of the history of modern architecture has been a kind of panicked withdrawal from these kinds of feelings, which have governed the formation of buildings over the last 2000 years or so.
Why that panicked withdrawal occurred, I'm still trying to find out. It's not clear to me. But I've never heard somebody say, until a few moments ago, someone say explicitly: "Yes, I find that stuff freaky. I don't like to deal with feelings. I like to deal with ideas.”
The pitched roof
Eisenman: I would argue that the pitched roof is – as Gaston Bachelard points out – one of the essential characteristics of "houseness". It was the extension of the vertebrate structure which sheltered and enclosed man. Michel Foucault has said that when man began to study man in the 19th century, there was a displacement of man from the center. The representation of the fact that man was no longer the center of the world, no longer the arbiter, and, therefore, no longer controlling artifacts, was reflected in a change from the vertebrate-center type of structure to the center-as-void.
The trick of little machines
Alexander: Up until about 1600, most of the world views that existed in different cultures did see man and the universe as more or less intertwined and inseparable ... either through the medium of what they called God or in some other way. But all that was understood. The particular intellectual game that led us to discover all the wonders of science forced us to abandon temporarily that idea. In other words, in order to do physics, to do biology, we were actually taught to pretend that things were like little machines because only then could you tinker with them and find out what makes them tick. That's all fine. It was a tremendous endeavor, and it paid off.
But it may have been factually wrong. That is, the constitution of the universe may be such that the human self and the substance that things made out of, the spatial matter or whatever you call it, are much more inextricably related than we realized. Now, I am not talking about some kind of aboriginal primitivism. I am saying that it may actually be a matter of fact that those things are more related than we realize. And that we have been trained to play a trick on ourselves for the last 300 years in order to discover certain things. Now, if that's true – there are plenty of people in the world who are beginning to say it is, by the way, certainly in physics and other related subjects – then my own contribution to that line of thought has to do with these structures of sameness that I have been talking about.
In other words, the order I was sketching out last night is ultimately, fundamentally an order produced by centers or wholes which are reinforcing each other and creating each other. Now, if all of that is so, then the pitched roof would simply come about as a consequence of all that – not as an antecedent. It would turn out that, in circumstances where one is putting a roof on a building, in the absence of other very strong forces that are forcing you to do something different, that is the most natural and simple roof to do. And, therefore, that kind of order would tend to reappear – of course, in a completely different, modern technological style – simply because that is the nature of order, not because of a romantic harkening back to past years.
Merely a building
Eisenman: Le Corbusier once defined architecture as having to do with a window which is either too large or too small, but never the right size. Once it was the right size it was no longer functioning. When it is the right size, that building is merely a building. The only way in the presence of architecture that is that feeling, that need for something other, when the window was either too large or too small.
Fucking up the world
City Hall by Rafael Moneo, Logroño, La Rioja, Spain.
Alexander : At least my experience tells me, that when a group of different people set out to try and find out what is harmonious, what feels most comfortable in such and such a situation, their opinions about it will tend to converge, if they are mocking up full-scale, real stuff. Of course, if they're making sketches or throwing out ideas, they won't agree. But if you start making the real thing, one tends to reach agreement. My only concern is to produce that kind of harmony.
The thing that strikes me about your friend's building – if I understood you correctly – is that somehow in some intentional way it is not harmonious. That is, Moneo intentionally wants to produce an effect of disharmony. Maybe even of incongruity.
Eisenman: That is correct.
Eisenman: I find that incomprehensible. I find it very irresponsible. I find it nutty. I feel sorry for the man. I also feel incredibly angry because he is fucking up the world.
A good table
Eisenman: Tolstoy wrote about the man who had so many modern conveniences in Russia that when he was adjusting the chair and the furniture, etc., that he was so comfortable and so nice and so pleasant that he didn't know – he lost all control of his physical and mental reality. There was nothing. What I'm suggesting is that if we make people so comfortable in these nice little structures of yours, that we might lull them into thinking that everything's all right, Jack, which it isn't. And so the role of art or architecture might be just to remind people that everything wasn't all right.
Alexander: I can't, as a maker of things, I just can't understand it. I do not have a concept of things in which I can even talk about making something in the frame of mind you are describing. I mean, to take a simple example, when I make a table I say to myself: "All right, I'm going to make a table, and I'm going to try to make a good table." And of course, then from there on I go to the ultimate resources I have and what I know, how well I can make it. But for me to then introduce some kind of little edge, which starts trying to be a literary comment, and then somehow the table is supposed to be at the same time a good table, but it also is supposed to be I don't know what; a comment on nuclear warfare, making a little joke, doing various other things... I'm practically naive; it doesn't make sense to me.