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.
On Love
Not knowing quite what they mean
"Do you understand all the symbolism?"
"Not really, besides its being Venus and Cupid."
"I didn't even know that, so you're one up on me. I wish I'd read more about ancient mythology," she continued. "But actually, I like looking at things and not knowing quite what they mean."
We're not children, you know
We're not children, you know.
And with these words, she placed her lips on mine and we embarked on one of the longer and more beautiful kisses mankind has ever known.
To think
Few things are as antithetical to sex as thought. Sex is instinctive, unreflective, and spontaneous, while thought is careful, uninvolved, and judgmental. To think during sex is to violate a fundamental law of intercourse.
A cruel paradox
When we look at someone (an angel) from a position of unrequited love and imagine the pleasures that being in heaven with them might bring us, we are prone to overlook a significant danger: how soon their attractions might pale if they began to love us back. We fall in love because we long to escape from ourselves with someone as ideal as we are corrupt. But what if such a being were one day to turn around and love us back? We can only be shocked. How could they be as divine as we had hoped when they have the bad taste to approve of someone like us? If in order to love we must believe that the beloved surpasses us in some way, does not a cruel paradox emerge when we witness this love returned? "If s/he really is so wonderful, how could s/he love someone like me?"
Shoes
It was perhaps a pedantic matter over which to come to such a decision, but shoes are supreme symbols of aesthetic, and hence by extension psychological, compatibility. Certain areas and coverings of the body say more about a person than others: shoes suggest more than pullovers, thumbs more than elbows, underwear more than overcoats, ankles more than shoulders.
I marshmallow you
Then I noticed a small plate of complimentary marshmallows near Chloe's elbow and it suddenly seemed clear that I didn't love Chloe so much as marshmallow her. What it was about a marshmallow that should suddenly have accorded so perfectly with my feelings toward her, I will never know, but the word seemed to capture the essence of my amorous state with an accuracy that the word 'love', weary with overuse, simply could not aspire to.
From then on, love was, for Chloe and me at least, no longer simply love, it was a sugary, puffy object a few millimeters in diameter that melts deliciously in the mouth.
A social animal
What does it mean that man is a "social animal"? Only that humans need one another in order to define themselves and achieve self-consciousness, in a way that mollusks and earthworms do not. We cannot come to a proper sense of ourselves if there aren't others around to show us what we're like.
"A man can acquire anything in solitude except a character," wrote Stendhal.
Possible lives
Watching Alice talk, light a candle that had blown out, rush into the kitchen with the plates, or brush a strand of blonde hair from her face, I found myself falling victim to romantic nostalgia, which descends whenever we are faced with those who might have been our lovers, but whom chance has decreed we will never properly know. The possibility of an alternative love story is a reminder that the life we are leading is only one of a myriad of possible lives, and it is the impossibility of leading them all that plunges us into sadness.
The threat of happiness
Dr. Saavedra had diagnosed a case of anhedonia, a disease defined by the British Medical Association as a reaction remarkably close to mountain sickness resulting from the sudden terror brought on by the threat of happiness. It was a common disease among tourists in this region of Spain, faced in these idyllic surroundings with the sudden realization that earthly happiness might be within their grasp, and prey therefore to a violent physiological reaction designed to counteract such a daunting possibility.
I don't see a wall
"I don't know, really. It's just a sense I have that ever since about the middle of September, we haven't really been communicating. It's like there's a wall between us and you're refusing to acknowledge it's there."
"I don't see a wall."
"That's what I mean. You're refusing to admit there was ever anything other than this."
"Than what?"
Romantic terrorism
Once a partner has begun to lose interest, there is apparently little the other can do to arrest the process. Like seduction, withdrawal suffers under a blanket of reticence. The very breakdown of communication is hard to discuss, unless both parties have a desire to see it restored.
This leaves the lover in a desperate situation. Honest dialogue seems to produce only irritation and smothers love in the attempt to revive it. Desperate to woo the partner back at any cost, the lover might at this point be tempted to turn to romantic terrorism, the product of irredeemable situations, a gamut of tricks (sulking, jealousy, guilt) that attempt to force the partner to return love, by blowing up (in fits of tears, rage, or otherwise) in front of the loved one. The terroristic partner knows he cannot realistically hope to see his love reciprocated, but the futility of something is not always (in love or in politics) a sufficient argument against it.
Certain things are said not because they will be heard, but because it is important to speak.
Walls
As the plane pierced through the clouds, I tried to imagine a future: a period of life was coming brutally to an end, and I had nothing to replace it with, only a terrifying absence.
What would life mean from now on? Though we continued holding hands, I knew how Chloe and I would watch our bodies grow foreign to each other. Walls would be build up, the separation would be institutionalized, I would meet her in a few months or years, we would be light, jovial, masked, dressed for business, ordering a salad in a restaurant—unable to touch what we were now revealing: the sheer human drama, the nakedness, the dependency, the unalterable loss. We would be like an audience emerging from a heart-wrenching play but unable to communicate any of the emotions they had felt inside, able only to head for a drink at the bar, knowing there was more, but unable to touch it.
In order that
No philosophy is further from the thought that what happens to us is random than psychoanalysis. I did not simply love Chloe and then she left me. I loved Chloe in order that she would leave me. It was not for the shape of her smile or the liveliness of her mind that I had chosen Chloe. It was because the unconscious, perverse casting director of my life had recognized in her a suitable character to leave the stage after inflicting the requisite amount of suffering.
The significance of love's burden
There is an Arabic saying that the soul travels at the pace of a camel. While most of our self is led by the strict demands of timetables and diaries, our soul, the seat of the heart, trails nostalgically behind, burdened by the weight of memory. If every love affair adds a certain weight to the camel's load, then we can expect the soul to slow according to the significance of love's burden.
What does wisdom counsel?
We start trying to be wise when we realize that we are not born knowing how to live, that living one's life is a skill that has to be acquired, like learning to ride a bicycle or play the piano. But what does wisdom counsel us to do? It tells us to aim for tranquility and inner peace, a life free from anxiety, fear, idolatry, and harmful passions. Wisdom teaches us that our first impulses may not always be trustworthy, and that our appetites will lead us astray if we do not train reason to separate vain from genuine needs.
Once again begun to fall
Such lessons appeared all the more relevant when Rachel accepted my invitation for dinner the following week, and the very thought of her began sending tremors through the region the poets have called the heart, tremors that I knew could have meant one thing only—that I had once again begun to fall.