James and I were both on the roster of speakers at Agile Australia 2011 this year. There were some great presentations over the 2 days, the highlight for me being Martin Fowler’s closing address on the profession of software development in the 21st century. His point was simply “we are ALL software development companies now, so you need to understand some technology basics”.
It resonated for me having led the charge over 4+ years on the journey from Lonely Planet proudly proclaiming it was “not a technology company” in 2007 (thus they’d seemingly outsourced everything that had a green LED light on it) to one where our digital and publishing businesses both revel in having high levels of technology competency on the teams.
If you have not heard Martin talk about technical debt, software complexity and development abandon this blog immediately and read these 3 blog posts:
The design payoff line (aka the line of regret)
Having attended Agile Australia for the last 3 years, I was amazed to see the change in the profile of people attending, and how rapidly agile is taking hold in Australia.
The plaintiff cry was pretty much “we’ve been doing agile for a year now, but we still feel the pull of gravity back to the world of 5 year plans, business cases and large teams working on projects where the design is done up front – why is agile such hard work? It’s not fair!”
That matches our own experience at Lonely Planet – year 2 can be pretty agonising as some team members lose the faith (having suffered a failure or two); a lot of ‘hiding Harrys’ have their shortcomings at prioritising product features and joining the dots at standup every day exposed; the scrum zombies get a foothold; and in our case, romantic memories were revived by finance of life under waterfall governance being somehow more certain in its outcomes. “Certain to fail” I was forced to point out at times, pulling out our $6m clock.
My advice? With stakeholders, stop talking about agile and start talking Lean at this point. Focus on measuring value, eliminating waste, improving flow of work, building what the customer has pulled, and speed of delivering to customers. Talk about ‘time to cash’ and start measuring customer outcomes. Put those metrics up on the board alongside the points delivered and burn down charts. Focus and talk about being great, not being agile.
James spoke on the subject of agile workspaces – a topic on which there is very little written. A lot of dangerous fallacies exist about open plan offices that can impinge the success of any transition to agile working methods. It is not all about rows of desks with paired programmers yammering away to each other – you need carefully designed quiet spaces and well thought-out dynamics. From the level of questions that ensued, this is a topic that needs further expansion.
I presented a series of case studies on agile product development – using examples of a number of Lonely Planet stories where things had not gone as planned, and linking those results back to where we overlooked some key agile principles like customer input, releasing early and testing.
I was delighted to score tweet of the day with my flippant “every time you draw a gantt chart a fairy dies”.
Jean Tabaka provided Day 2’s opening with a stern reminder that the agile community has its destiny in its own hands, and essentially should stop whining and start building. That means all of us!