we said it was simple
TRANSCRIPT
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We said it was simple
Andy Longshaw Advanced Legal @andylongshaw
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A wise man once said
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It’s simple
Individuals and interac/ons over processes and tools Working so4ware over comprehensive documenta;on
Customer collabora/on over contract nego;a;on Responding to change over following a plan
Agile manifesto
Courage Simplicity Feedback Communica/on Respect
XP values
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Well, reasonably simple Working so@ware is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Con;nuous aEen;on to technical excellence and good design enhances agility. Simplicity-‐-‐the art of maximizing the amount of work not done-‐-‐is essen;al. The best architectures, requirements, and designs emerge from self-‐organizing teams. At regular intervals, the team reflects on how to become more effec;ve, then tunes and adjusts its behavior accordingly.
Our highest priority is to sa;sfy the customer through early and con;nuous delivery of valuable so@ware.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's compe;;ve advantage.
Deliver working so@ware frequently, from a couple of weeks to a couple of months, with a preference to the shorter ;mescale. Business people and developers must work together daily throughout the project. Build projects around mo;vated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effec;ve method of conveying informa;on to and within a development team is face-‐to-‐face conversa;on.
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How hard can it be?
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Developers • It’s not easy for them
because they need to…
• take responsibility • have the discipline to follow their process under
pressure • say “no” when things can’t be done • have the judgment and courage to ask for help
when they need it • follow through on their retrospec;ve ac;ons • seek feedback and keep improving • keep refactoring un;l it’s simple!
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Tes;ng specialists • It’s not easy for her
because she needs to…
• be more proac;ve • get really good at (business) analysis
skills • learn some coding • get really good at exploratory tes;ng • spend a lot of ;me teaching people
about what makes good tests
• oh, and see “Developers”
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Devops specialists • It’s not easy for them
because they need to…
• automate all the things • master the different
tools for deployment, tools for build, tools for test and containers
• refactor the pipeline again to include a new technology
• oh, and see “Developers”
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The product owner • It’s not easy for her because she has to…
• spend a lot of ;me out of the building, visi;ng customers and understanding the market
• be available to answer ques;ons when the team needs her to & take part in 3 Amigos sessions
• find ;me to do enough work on the backlog so that it’s coherent and ready for the team
• deal with various bits of the organisa;onal square on behalf of the team, like communica;ng “bad news” (honesty) about changes in delivery ;mescales or the features (not) in a release
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The organisa;on’s technical leadership
• It’s not easy for them because they have to…
• recruit good people who can fulfill all of this • trust them to make good decisions and
priori;se and to ask for help when they need it • deal with the other bits of the organisa;onal
square on behalf of the team that the product owner doesn’t deal with
• let people get on with making mistakes and learning as they do some stuff that you can probably already do & that you would probably rather be doing than all this management crap
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I know, we’ll get a coach in… • It’s not easy for them because they have to…
• try to influence the team culture and codebase in a couple of days a week
• set a consistent example of how to be a good agile developer
• teach people the same stuff over and over in different ways without going postal
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It’s not easy, because… • You need discipline to avoid a cynefin-‐style slide into chaos
• Most of the challenges are around so@ skills -‐ not a techie strong point
• You have to change yourself • You have to learn when to have iron discipline and when it’s OK to improvise
• Your organiza;on is square and you are a circle
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But mostly…
• It’s not easy because…
• …nobody has sold the wider business on working in an agile way and agile so@ware development doesn’t deliver the benefits unless the wider business works with the grain
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We ain’t gonna take it
• This is why most organisa;ons end up in Tommy mode – "We ain't gonna take it" hEps://www.youtube.com/watch?v=sKDO19Y0KWg
– flaccid scrum, cargo cult, etc.
• But XP (and other agile approaches) only work when they have the dials turned up to 10
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So remember…
• We didn’t say it was easy. We said it was SIMPLE
• If you’re finding agile so@ware development easy, you’re probably doing it wrong