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 âonly focus on outputâ, but, unfortunately, humans will optimize for what they measure.
If you worry about story points & hitting your estimations, thatâs 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 teamâs attention so heavily on delivery â on building lots of features quickly & efficiently â 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 âiterateâ 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 Dateâ˘. Engineers are problem solvers, and if the primary problem becomes delivering Something⢠that will pass QA by the Dateâ˘, 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
AÂ 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 didnât foresee, or couldnât 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 â 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 Dateâ˘! 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 âdeliveryâ 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 FrostIâve come to the conclusion that âenterprise web developmentâ is just regular web development, only stripped of any joy or creativity or autonomy. Itâs 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 theyâre fed into the machine. It becomes âa developer resource is neededâ rather than âOh, Samantha would be a great fit for this project.â And the effect of all this on individuals is depressing. When peopleâs 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 theyâre blocked.
Reading âAS PER THE REQUIREMENTSâ 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 Dateâ˘!
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 Dateâ˘.
Agile is Dead (Long Live Agility)
An Article by Dave ThomasThe word âagileâ 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.
âŚLetâs abandon the word agile to the people who donât do things. Instead, letâs use a word that describes what we do. Letâs develop with agility.
- You arenât an agile programmerâyouâre a programmer who programs with agility.
- You donât work on an agile teamâyour team exhibits agility.
- You donât use agile toolsâyou use tools that enhance your agility.
/
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] canât figure out why you wouldnât 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.
- ââSteve Jobsââ
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 wasnât 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 âalignmentâ for justification is so nebulous that it is essentially meaningless. Engineers align themselves. They talk. Especially if you hire good ones (which, you know, youâll struggle to if you have a culture of coercing them into this kind of busywork). Where does the real discussion happen? Itâs 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 canât use at all. If you know what youâre doing â your product has very little complexity and risk, perhaps youâve built that type of thing hundreds of times before â 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 âok, letâs get this thing out the door.â 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
AÂ Fragment by Robin RendleMy own time in a Silicon Valley startup has proved this much to be true; planning doesnât make for better software. In fact today our design systems team doesnât have sprints, we donât have tickets or a daily standup. Each day we come to work, figure out whatâs the most important thing that we could be doing, and then weâgasp!âactually 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 donât need a plan to make a beautiful thing. You really donât. In fact, thereâs 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
AÂ 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
AÂ 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.
Gods of the Word
Imagine that we had no voice and no tongue
Socrates: Imagine that we have no voice and no tongue, but want to communicate with one another. Wouldnât we like the deaf and the dumb make signs with the hands and the head and the rest of the body?
Hermogenes: There would be no choice, Socrates.
Socrates: We would imitate the nature of the thing: lifting the hands to heaven would mean lightness and upwardness. Heaviness and downwardness would be expressed by letting them drop toward the ground...
Hermogenes: I donât see that we could do anything else.
Socrates: And when we want to express ourselves with the voice or tongue or mouth, the expression is simply their imitation of what we want to express?
Hermogenes: I think, it must be so.My name
âI am the utterance of my name.â
â Thunder, Perfect Mind, The Nag Hammadi Library
Reference and Is-ness
There are at least two aspects to what we have traditionally called the meaning of a word. One aspect is reference, and the other is something I will call âinherent meaningâ following Ullman (1963). Inherent meaning is âIs-nessâ meaning. Inherent meaning is a wordâs identity, and reference merely its resumĂŠ, where it has gone and what it has done, an itemization of its contexts. âIs-nessâ is unifying. Each word has a single pronunciation, a single inherent meaning. But reference is divisive. It makes what was one thing â the word â appear to be many things â its senses. It is inherent meaning which gives all those multifarious senses the power of being a single word.
It flows out and fills
This deeper meaning of a word isnât confined to what we think of as a dictionary definition. Rather it flows out and fills all the space available to it. Although a basic sense does affect the dynamics of a word, it has no power over its essence. Like the captain of a ship, it can control the crewâs actions, but not their minds. Each word has an aspect of meaning which lies deeper than any of its senses, and it is fundamentally on this meaning that all the senses depend.
No less than a Zeus
I too am a true believer in the autonomy of the archetype. A
/t/
or an/h/
is no less than a Zeus. The consonants are not essentially physical, but they live, evolve and influence human affairs. We overlook something essential if we deny that they can get up and walk around. This is not to say that their existence is independent of the human psyche. But then everything depends on everything.Like a prism
When you look at phonemes, you look through the perspective of morphemes, which are one linguistic level higher. The higher level is like a prism that splits the light in two. What was one thing, like âlengthâ at the phoneme level, looks like two opposite things âlongâ and âshortâ from the perspective of the morphemes. In practice, when you find both a word and its opposite, then the phoneme is not about either of these two things, but about what is common to them.
Fracturing
If we step back and view from afar this process of One-ness and Is-ness to fracturing and interpretation â of inherent meaning to reference, it follows that what lies at the foundation of language is simply what it is â sound â free of reference and interpretation. What makes what we know as language from its sound is fracturing and interpretation or using a word for a function other than what it simply is.
To evolve the language itself
So in the process of talking, we might say we are putting words in slightly new contexts, and then testing them against our peers to see if our experiment in juxtaposition had âmeaning. If we succeed, we have introduced new contexts for the words we use. These contexts will be taken up by our listeners, and will gradually become clearly enough defined to be thought of as referents. Once our words gain new referents, they start affecting the underlying phonosemantic structure of the language, the clustering patterns, the network of semantic relations. That is, the purpose of talking in the long run is to evolve the language itself.
Scooting over
There is at this point no evidence that acquired characteristics can be inherited. It is held that all changes to a genome are random, and cannot be subject to any higher principle. However, when a word is used in a new context, as it is whenever we say something new, a new sense is permitted. This does affect the phonosemantic structure, the linguistic DNA. Words in the vicinity of this word âscoot overâ to make room and allow themselves to be influenced by its philosophy. The language itself is now different.
The element becomes a sign
Each unit can be seen purely as form, as what it is. Or it can be viewed as having a function. Its function is only understandable within the next higher level of organization. And in every case, function must succumb to the constraints of form. Once this worldly function is assigned, the element becomes a âsignâ. It falls into the realm of concept. There is a mapping from one thought system to another.
The demand of a new word
Why are these phonosemantic classes enough, and we need neither more nor less? Why are these consonants enough, and we need neither more nor less? What determines the need for a new word? How is this demand âfeltâ by a language? How did the metabolic pathways of American English recognize that âjerkâ and âtwerpâ and âpunkâ and ânitwitâ and âdorkâ and âassâ and âgoonâ and âtwitâ and âdodoâ and âbumâ and ânerdâ and âdunceâ and âturdâ and âboobâ and âchumpâ and âbitchâ and âbastardâ and âprudeâ and so on and so forth simply were not equal to the task? We had to add âturkeyâ and âsquirrelâ as well?