Got asked to do this for a Coaching job. It was nice to do.
There is an important and underestimated place for technical excellence. Heck, it’s a principle! Combine it with the others 🙂 Standing on the shoulders, Thanks Beck, Rainsberger, Meszaros, Fowler, Wake, Prag Programmers and many more unnamed. It has 36 commits to demonstrate the process. Feel free to take a look at it. #agile #tdd #quality #emergent
Read the notes:
‘Keep hands on, that includes the code!’
There is a hell of a lot going on in Agile Space on Story Splitting. On the internet and I hear it in interviews and conversations. It’s as if the only solution to smaller batches is to split ad infinitum.
Now don’t get me wrong, big batches are not good. They hurt feedback mechanisms, create silos and delay delivery of value.
And there is the point, delivery of value. Getting value to the customer is important. Story Splitting is one way. It doesn’t need to be the starting point. We may be losing our focus on delivery of value by thinking about a process. Value is not defined by the splitting of stories.
Something to consider then is to understand the nature of your work. Are there different types of work, or another way to put it, sources of demand? Can you use that information to help?
Maybe your team is predictable in it’s delivery. That’s great and congratulations to you on that. That data on delivery time can be leveraged. If you can say we can deliver product enhancements on one product within a time frame and be confident about that say 85% of the time. There you go – you have the makings of a Service Level Agreement or SLA. Your customer may even be happy with that!
How can that help in sizing stories? Well Dan Vacanti describes it in his book Actionable Agile Metrics for Predictability. It’s called Right Sizing. In essence it shortens the sizing conversation by asking does this work which we are about to take on fit in within our SLA. If so then pull the work. If not have that splitting conversation.
It’s that simple. However, if you are experiencing problems in predictability and expanding delivery times then you’ll want to deal with those. Dan’s book describes how Little’s Law and its components gives you ample information to help discover issues in your process.
Story Splitting is an option to start with. You can consider others like this. I think it will help you understand work to a higher level of fidelity. Your customer will hopefully feel the difference as you deliver to them more meaningful increments of value from the increased understanding. Coincidentally, you’ll also be on your way to be being better Systems and Lean Thinkers which are interesting subjects that will aid you being of best service to your customers.
My latest blog is actually one written for my employer here in the United States, Code Genesys.
You can take a look at it here and is on the importance of shared purpose. Keep practicing that because it’s hard for first timers and anyone whose experienced for that matter. Well worth the investment in time 🙂
I have an example of a company who go to great lengths to maintain their purpose. An old blog article written 2 years ago.
This is a page from a great book by an important author in the software development field, Tim Gilb, called Principles Of Software Engineering Management. It came out in 1988.
The language is reminiscent of the time and the practices that were in place then, but it was ground breaking in that it talks a lot about what we call Agile Values today. In fact Tom Gilb invented his ‘Agile’ and ‘Iterative’ EVO methodology in the early 1970s. It’s mentioned in the book as well. This was well before Agile became what it is today – a business. Tom was so ahead of his time, I remember back then that Iterative development was never ever mentioned in schools and in the workplace.
And therefore, I think this Bill of Rights still holds relevancy. I made the challenge on twitter and some thought point 9 was not relevant, rather a relic of the past. I tend to think it’s misinterpreted in the twitter response. Here’s the link to the twitter feed and a snap shot below.
There is power in this for the worker here, even on performance. Leaders can use this to create an ethos of transparency. Looking back to look forward.
I’m an Australian working in the USA coaching highly distributed teams. We speak English but even then there are slight differences, like Australian English and American English and even within America like from South to North.
We find it’s hard to get people to use video cameras. They are cheap however the culture tends to not encourage use of them. It’s always hard to collaborate at the best of times and distribution would be a good excuse not to do that.
Seems most distributed companies can’t get past just the phone and a little screen sharing. When we use just these, we can’t see each other’s facial expressions and body language. It’s hard to know how to react to feelings and we have to assume or turn up our intonation sense when listening (perhaps even speakers and listeners can make more us of their voice to relay feelings). Another big issue is having attention – where I work inattention is called ‘multi-tasking’ and we know that don’t work.
Overall, this is more a problem around the difficulties in collaborating and the fears around that. We’ll need to work on that to allow the tools to be useful. Make it safe. Create the culture and camaraderie of teamwork and reward that. Highlight even when people are doing things that harm teamwork via a team working agreement. Realization can quickly occur after that and a team can self correct.
Then there is technology, my friend Agile Bill Krebs – , is teaching and coaching on tools to assist the distributed work place. There are simple tools like join.me which is down the low end of the spectrum through to immersive environments like Minecraft.
The technology is there – it just needs a willingness to try using it and adapting to use it to it’s utmost advantage.
Your last resort is to abandon the distributed model. That can be avoided I suggest.
Here’s a comparison of David Marquet’s Ladder of Leadership which derives from his work as a nuclear submarine captain and writing his book Turn the Ship Around and then subsequent workshops and writings and the Kanban Method.
The Kanban Method says start where you are. Other frameworks require a more explicit transformation to new roles and ceremonies. The Kanban Method also says Improve Collaboratively and Evolve Experimentally (using models and the scientific method). Of it’s 9 values it also states Leadership. Acts of Leadership from every level.
A model that you can use to improve and create leadership from everyone is called the Ladder of Leadership (although not explicitly steeped in the scientific method, it is a model). It starts where you are. Everyone, and this doesn’t matter what position one holds, is looking to be told what to do. This is where mostly everyone is.
The Ladder of Leadership recognizes this. Everyone can use the model as a frame to help each move up the ladder to become more intentional. By recognizing where someone is on the ladder whilst in conversation, a colleague can frame a question using the next rung on the opposite side of the ladder.
Measurement of success comes via a proxy from other measurements like faster cycle times, better quality (less failure demand) and people should be happier and if they aren’t something is still awry.
It takes some time to achieve this. One must be prepared to stay the course despite the bumps in the road. If it doesn’t work on one occasion, reflect upon that. Realize we are humans, have a laugh and try again using what you’ve learnt. The ultimate aim is to create leaders not followers. Leaders can relieve bottlenecks and fix problems quicker and with more knowledge than someone further away from the problem.
Here’s a tip for scrum teams. You are almost certainly using a task board. If not start today.
That task board typically consists of the standard TODO, Doing, Done style. Sometimes you will see the Doing column divided up even further – some mature teams realise that but a lot don’t so here comes the tip.
Typical Simple Board
In doing sprint planning or planning for a User Story the team identifies a number of tasks required to complete the story. For example, perform detailed analysis, code the UI, code the business logic, perform testing.
It turns out to be quite a laundry list of tasks. Within that list is always a pattern. That’s right always. All your user stories almost certainly involve a component of analysis, coding and testing.
So the tip is to make that visible and stark to everyone viewing your board. Evolve from the three column format of ToDo, Doing and Done and divide that Doing column into Analysis, Code and Test.
Go for this. Workflow is visible
Whilst your at it, define some common policies for those columns. For instance for coding – code and test UI, code and Test Business Logic layer and so on so forth. That’s called your Definition of Done.
What does this do for the execution of the sprint? Here are several things it can and should do.
- Sprint Planning becomes more focused on asking real pertinent questions about what’s coming up rather than diversion on getting the laundry list together. You could really ask the what if questions of the Product Owner and making a deeper start in technical implementation details and discerning the risky parts of the work.
- Make the flow of work more visible. This will increase the effectiveness of daily standup. Speaking to the cards on the board and seeing where they are at, how long they have been in a part of the workflow causes more transparent and focused discussion of the work. Of course the team should be willing to discuss the reality of the situation and some will refuse to do that even when it’s staring them in the face. Note: This is when the real rubber hits the road – the Scrum Master, Agile Project Manager will be willing to seek out help the team discover the causes and deal with the organisation impediments.
- Show the real time for each part of development. This can help the team improve on specific problem areas. Because there is real data for each point of the process, the team can choose where to focus their improvement efforts to decrease the overall time to deliver.
So you may ask. Is this Kanban. The simple answer is no. A Kanban System has more components – most importantly WIP limits on workflow steps. However use of a these ideas more readily found in Kanban systems will still create visibility. Evolution to more flow based systems could be an end result or perhaps just a hybrid like Scrumban.
So avoid the workflow masquerade. Make those tasks into workflow and get on with real work.