The Death of Agile (Allen Holub)

so I’m going to change tone a little bit

so I’m going to change tone a little bit here because I’m not going to talk about

here because I’m not going to talk about

here because I’m not going to talk about code at all I’m going to talk about how

code at all I’m going to talk about how

code at all I’m going to talk about how to produce code and in particular I’m

to produce code and in particular I’m

to produce code and in particular I’m going to talk about agile not because

going to talk about agile not because

going to talk about agile not because well let’s put it this way I think agile

well let’s put it this way I think agile

well let’s put it this way I think agile is by far the best way that we know to

is by far the best way that we know to

is by far the best way that we know to produce software and at the same time I

produce software and at the same time I

produce software and at the same time I think the notion of agile software

think the notion of agile software

think the notion of agile software development is being completely

development is being completely

development is being completely destroyed by most of the agile community

destroyed by most of the agile community

destroyed by most of the agile community so when I talk about the death of agile

so when I talk about the death of agile

so when I talk about the death of agile what I’m really talking about is the

what I’m really talking about is the

what I’m really talking about is the death of what I think of as real agility

death of what I think of as real agility

death of what I think of as real agility and a replacement of real agility with a

and a replacement of real agility with a

and a replacement of real agility with a kind of fake agility that is suitable

kind of fake agility that is suitable

kind of fake agility that is suitable for corporations but doesn’t really work

for corporations but doesn’t really work

for corporations but doesn’t really work in the real world so let me explain

in the real world so let me explain

in the real world so let me explain exactly what I’m talking about so I

exactly what I’m talking about so I

exactly what I’m talking about so I would explain it if my clicker was

would explain it if my clicker was

would explain it if my clicker was working there it is good so the reason

working there it is good so the reason

working there it is good so the reason I’m doing this talk is because as a

I’m doing this talk is because as a

I’m doing this talk is because as a consultant I often come into companies

consultant I often come into companies

consultant I often come into companies and give them advice about agile process

and give them advice about agile process

and give them advice about agile process and I am just getting sick to death of

and I am just getting sick to death of

and I am just getting sick to death of dealing with the aftermath of the

dealing with the aftermath of the

dealing with the aftermath of the certified scrum guys and right is that

certified scrum guys and right is that

certified scrum guys and right is that they come in they do their thing and

they come in they do their thing and

they come in they do their thing and they leave this behind them and the the

they leave this behind them and the the

they leave this behind them and the the real there are a lot of issues

real there are a lot of issues

real there are a lot of issues surrounding that but scrum is really a

surrounding that but scrum is really a

surrounding that but scrum is really a problem is the problem it is not the

problem is the problem it is not the

problem is the problem it is not the solution and the basic problem is the

solution and the basic problem is the

solution and the basic problem is the notion of a cargo called now the cargo

notion of a cargo called now the cargo

notion of a cargo called now the cargo cults happened in the Pacific Islands

cults happened in the Pacific Islands

cults happened in the Pacific Islands during World War two is they’ve

during World War two is they’ve

during World War two is they’ve Islanders are living happily on their

Islanders are living happily on their

Islanders are living happily on their islands without any cares in the world

islands without any cares in the world

islands without any cares in the world eating fruit as a drops off of trees but

eating fruit as a drops off of trees but

eating fruit as a drops off of trees but they were living in the Stone Age a few

they were living in the Stone Age a few

they were living in the Stone Age a few minutes later it seems a bunch of

minutes later it seems a bunch of

minutes later it seems a bunch of soldiers land on the island they make a

soldiers land on the island they make a

soldiers land on the island they make a runway and then airplanes start landing

runway and then airplanes start landing

runway and then airplanes start landing and the airplanes bring with them the

and the airplanes bring with them the

and the airplanes bring with them the 20th century so all of a sudden these

20th century so all of a sudden these

20th century so all of a sudden these guys have gone from the Stone Age to the

guys have gone from the Stone Age to the

guys have gone from the Stone Age to the 20th century because of these air bases

20th century because of these air bases

20th century because of these air bases and five years later all of those

and five years later all of those

and five years later all of those soldiers get back onto their airplanes

soldiers get back onto their airplanes

soldiers get back onto their airplanes and they fly away and the people who

and they fly away and the people who

and they fly away and the people who lived on the island are back in the

lived on the island are back in the

lived on the island are back in the stone Age’s and what they saw were the

stone Age’s and what they saw were the

stone Age’s and what they saw were the airplanes is what they said if we could

airplanes is what they said if we could

airplanes is what they said if we could only bring the airplane

only bring the airplane

only bring the airplane they’re going to bring back the cargo so

they’re going to bring back the cargo so

they’re going to bring back the cargo so what they started doing is building

what they started doing is building

what they started doing is building things that look like airplanes in the

things that look like airplanes in the

things that look like airplanes in the hopes that if they build it they will

hopes that if they build it they will

hopes that if they build it they will come

come

come if the airplanes flying overhead see

if the airplanes flying overhead see

if the airplanes flying overhead see their brethren on the ground they’re

their brethren on the ground they’re

their brethren on the ground they’re going to land and bring the cargo with

going to land and bring the cargo with

going to land and bring the cargo with them which of course didn’t happen now

them which of course didn’t happen now

them which of course didn’t happen now the problem with a cargo cult then is

the problem with a cargo cult then is

the problem with a cargo cult then is what they’re doing is they’re going

what they’re doing is they’re going

what they’re doing is they’re going through the motions as the guys in the

through the motions as the guys in the

through the motions as the guys in the cargo cults would build fake conning

cargo cults would build fake conning

cargo cults would build fake conning towers and they would wear coconuts over

towers and they would wear coconuts over

towers and they would wear coconuts over their ears pretending to be head phones

their ears pretending to be head phones

their ears pretending to be head phones and they would act as if they were

and they would act as if they were

and they would act as if they were working Airport in the hopes that the

working Airport in the hopes that the

working Airport in the hopes that the airport airplanes would land and the

airport airplanes would land and the

airport airplanes would land and the problem is that we do this all the time

problem is that we do this all the time

problem is that we do this all the time as we see cargo cults everywhere and the

as we see cargo cults everywhere and the

as we see cargo cults everywhere and the biggest cargo cult of all in fact is the

biggest cargo cult of all in fact is the

biggest cargo cult of all in fact is the modern corporation is that corporations

modern corporation is that corporations

modern corporation is that corporations are cargo cults because they believe

are cargo cults because they believe

are cargo cults because they believe that there are certain ways to do things

that there are certain ways to do things

that there are certain ways to do things and they cannot conceive that there is

and they cannot conceive that there is

and they cannot conceive that there is another way of doing things I

another way of doing things I

another way of doing things I participate a lot in one of the LinkedIn

participate a lot in one of the LinkedIn

participate a lot in one of the LinkedIn agile groups and one of the

agile groups and one of the

agile groups and one of the characteristics of this group is that

characteristics of this group is that

characteristics of this group is that there’s a constant stream of wrong

there’s a constant stream of wrong

there’s a constant stream of wrong questions there’s a constant stream of

questions there’s a constant stream of

questions there’s a constant stream of questions that have that are so wrong

questions that have that are so wrong

questions that have that are so wrong that you don’t even understand how

that you don’t even understand how

that you don’t even understand how someone can ask them in the context of

someone can ask them in the context of

someone can ask them in the context of agile somebody will always say why ever

agile somebody will always say why ever

agile somebody will always say why ever every couple weeks somebody posts a

every couple weeks somebody posts a

every couple weeks somebody posts a question what’s the role of a project

question what’s the role of a project

question what’s the role of a project manager on the agile team and the answer

manager on the agile team and the answer

manager on the agile team and the answer is there is no project manager on the

is there is no project manager on the

is there is no project manager on the agile team but people don’t understand

agile team but people don’t understand

agile team but people don’t understand that is that they’re so convinced

that is that they’re so convinced

that is that they’re so convinced because that’s the way the corporation’s

because that’s the way the corporation’s

because that’s the way the corporation’s think that a project manager is a

think that a project manager is a

think that a project manager is a necessary part of work that they cannot

necessary part of work that they cannot

necessary part of work that they cannot imagine a world in which a project

imagine a world in which a project

imagine a world in which a project manager does not exist so like the

manager does not exist so like the

manager does not exist so like the proverbial camel here is that a

proverbial camel here is that a

proverbial camel here is that a corporation cannot fit through an eye of

corporation cannot fit through an eye of

corporation cannot fit through an eye of the needle is that it can’t make the

the needle is that it can’t make the

the needle is that it can’t make the changes that it needs to make because

changes that it needs to make because

changes that it needs to make because it’s a cargo call because it does things

it’s a cargo call because it does things

it’s a cargo call because it does things over and over again by rote without

over and over again by rote without

over and over again by rote without really understanding why it’s doing any

really understanding why it’s doing any

really understanding why it’s doing any of the things that it does in particular

of the things that it does in particular

of the things that it does in particular what they’re looking for is a very

what they’re looking for is a very

what they’re looking for is a very specific process that they can follow

specific process that they can follow

specific process that they can follow the corporation’s are really into

the corporation’s are really into

the corporation’s are really into process is that what they want to do is

process is that what they want to do is

process is that what they want to do is they want to do something easy they want

they want to do something easy they want

they want to do something easy they want to bring in the trainer’s they want to

to bring in the trainer’s they want to

to bring in the trainer’s they want to train a few people in the engineering

train a few people in the engineering

train a few people in the engineering department to follow some process and

department to follow some process and

department to follow some process and they think that by following that

they think that by following that

they think that by following that process that there will be some sort of

process that there will be some sort of

process that there will be some sort of good result but in fact you don’t get a

good result but in fact you don’t get a

good result but in fact you don’t get a good result by following a specific

good result by following a specific

good result by following a specific process it just doesn’t work in other

process it just doesn’t work in other

process it just doesn’t work in other is what the corporation’s want is this

is what the corporation’s want is this

is what the corporation’s want is this kind of agile right they want a canned

kind of agile right they want a canned

kind of agile right they want a canned thing right something that you can just

thing right something that you can just

thing right something that you can just roll open up the can and do it and it’s

roll open up the can and do it and it’s

roll open up the can and do it and it’s somehow going to magically change the

somehow going to magically change the

somehow going to magically change the way that things work in a positive way

way that things work in a positive way

way that things work in a positive way but often when they bring in the agile

but often when they bring in the agile

but often when they bring in the agile this kind of agile they they don’t

this kind of agile they they don’t

this kind of agile they they don’t really want to change the way things

really want to change the way things

really want to change the way things work they just read about agile

work they just read about agile

work they just read about agile someplace and they think it’s a good

someplace and they think it’s a good

someplace and they think it’s a good thing and it’s think that there’s going

thing and it’s think that there’s going

thing and it’s think that there’s going to be some kind of benefit but they

to be some kind of benefit but they

to be some kind of benefit but they don’t really know what the benefits are

don’t really know what the benefits are

don’t really know what the benefits are so this is just really really a bad idea

so this is just really really a bad idea

so this is just really really a bad idea now what is agile really agile is

now what is agile really agile is

now what is agile really agile is defined by the agile manifesto and the

defined by the agile manifesto and the

defined by the agile manifesto and the agile manifesto as you can see here is

agile manifesto as you can see here is

agile manifesto as you can see here is very simple there’s only four points on

very simple there’s only four points on

very simple there’s only four points on it and the first one is the most

it and the first one is the most

it and the first one is the most interesting one is that the way that

interesting one is that the way that

interesting one is that the way that people work with one another is more

people work with one another is more

people work with one another is more important than processes now notice that

important than processes now notice that

important than processes now notice that it doesn’t say instead of process is

it doesn’t say instead of process is

it doesn’t say instead of process is important

important

important agile has a lot of process associated

agile has a lot of process associated

agile has a lot of process associated with it and the processes help but the

with it and the processes help but the

with it and the processes help but the processes are not canned things are

processes are not canned things are

processes are not canned things are things that the individuals come up with

things that the individuals come up with

things that the individuals come up with as they interact with each other in

as they interact with each other in

as they interact with each other in other words the word agility has to

other words the word agility has to

other words the word agility has to apply to the process as much as it

apply to the process as much as it

apply to the process as much as it applies to anything else if you’re not

applies to anything else if you’re not

applies to anything else if you’re not agile in the way that you build software

agile in the way that you build software

agile in the way that you build software then you’re not going to be agile so the

then you’re not going to be agile so the

then you’re not going to be agile so the whole notion of individuals and

whole notion of individuals and

whole notion of individuals and interactions over processes and tools is

interactions over processes and tools is

interactions over processes and tools is kind of fallen by the wayside as scrum

kind of fallen by the wayside as scrum

kind of fallen by the wayside as scrum is a process and a lot of people believe

is a process and a lot of people believe

is a process and a lot of people believe that scrum and agile are the same thing

that scrum and agile are the same thing

that scrum and agile are the same thing and that’s just wrong scrum is a process

and that’s just wrong scrum is a process

and that’s just wrong scrum is a process so by saying we’re doing scrum what

so by saying we’re doing scrum what

so by saying we’re doing scrum what you’re saying is that the process is

you’re saying is that the process is

you’re saying is that the process is more important than the people that are

more important than the people that are

more important than the people that are doing the process and that just is not

doing the process and that just is not

doing the process and that just is not going to work in any kind of situation

going to work in any kind of situation

going to work in any kind of situation now my rule of thumb here then is to

now my rule of thumb here then is to

now my rule of thumb here then is to make sure to see if something makes

make sure to see if something makes

make sure to see if something makes sense in any sentence where you see the

sense in any sentence where you see the

sense in any sentence where you see the word agile if you can replace that word

word agile if you can replace that word

word agile if you can replace that word with the word flexible then you’ve got a

with the word flexible then you’ve got a

with the word flexible then you’ve got a proper sentence if you say we things we

proper sentence if you say we things we

proper sentence if you say we things we do things in an agile way that works for

do things in an agile way that works for

do things in an agile way that works for me if you say agile says that we should

me if you say agile says that we should

me if you say agile says that we should do X that doesn’t work for me at all

do X that doesn’t work for me at all

do X that doesn’t work for me at all what we want is flexibility the whole

what we want is flexibility the whole

what we want is flexibility the whole point of a of agile is to get agility in

point of a of agile is to get agility in

point of a of agile is to get agility in other words what we want to be able to

other words what we want to be able to

other words what we want to be able to do is we want to quickly adapt to

do is we want to quickly adapt to

do is we want to quickly adapt to changing requirements be those changes

changing requirements be those changes

changing requirements be those changes coming from inside or outside either the

coming from inside or outside either the

coming from inside or outside either the customer is mandating them

customer is mandating them

customer is mandating them or we are mandating them because there’s

or we are mandating them because there’s

or we are mandating them because there’s some process internal process things of

some process internal process things of

some process internal process things of technology thing that changes and we

technology thing that changes and we

technology thing that changes and we need to change internally but what we

need to change internally but what we

need to change internally but what we need is agility we need flexibility we

need is agility we need flexibility we

need is agility we need flexibility we need the ability to change in a

need the ability to change in a

need the ability to change in a corporation at least many corporations

corporation at least many corporations

corporation at least many corporations are incapable of doing that so I suppose

are incapable of doing that so I suppose

are incapable of doing that so I suppose the one thing that I will agree with the

the one thing that I will agree with the

the one thing that I will agree with the agile skeptics about is that I think the

agile skeptics about is that I think the

agile skeptics about is that I think the vast majority of large companies cannot

vast majority of large companies cannot

vast majority of large companies cannot ever be agile because it is the very

ever be agile because it is the very

ever be agile because it is the very nature of those large companies to not

nature of those large companies to not

nature of those large companies to not be flexible about things in flexibility

be flexible about things in flexibility

be flexible about things in flexibility is just it’s just built into things

is just it’s just built into things

is just it’s just built into things right there’s our rule of thumb here

right there’s our rule of thumb here

right there’s our rule of thumb here where we have to work with then is how

where we have to work with then is how

where we have to work with then is how do you how do you define that it’s agile

do you how do you define that it’s agile

do you how do you define that it’s agile if there is a significant requirements

if there is a significant requirements

if there is a significant requirements change and it could be significant right

change and it could be significant right

change and it could be significant right I suddenly have to make this a cell

I suddenly have to make this a cell

I suddenly have to make this a cell phone app can you do it that’s the

phone app can you do it that’s the

phone app can you do it that’s the question

question

question again can you do it quickly you know

again can you do it quickly you know

again can you do it quickly you know think about what’s involved with making

think about what’s involved with making

think about what’s involved with making this change there’s a lot of training

this change there’s a lot of training

this change there’s a lot of training that has to go on there’s a lot of

that has to go on there’s a lot of

that has to go on there’s a lot of learning that has to go on you might

learning that has to go on you might

learning that has to go on you might have to bring new people into the team

have to bring new people into the team

have to bring new people into the team in order to help you make the change

in order to help you make the change

in order to help you make the change right our goal is to get the app into

right our goal is to get the app into

right our goal is to get the app into users hands in a few weeks

users hands in a few weeks

users hands in a few weeks well again speaking as a consultant I

well again speaking as a consultant I

well again speaking as a consultant I can tell you that when I’m hired to do

can tell you that when I’m hired to do

can tell you that when I’m hired to do training often as long as four months

training often as long as four months

training often as long as four months elapses from the time that I’m first

elapses from the time that I’m first

elapses from the time that I’m first contacted by somebody who needs the

contacted by somebody who needs the

contacted by somebody who needs the training until the time that I can come

training until the time that I can come

training until the time that I can come in and actually give the training

in and actually give the training

in and actually give the training believe me if it takes four months to

believe me if it takes four months to

believe me if it takes four months to get training you’re not agile so we have

get training you’re not agile so we have

get training you’re not agile so we have a corporate process that’s there for

a corporate process that’s there for

a corporate process that’s there for some reason

some reason

some reason right somebody has decided that

right somebody has decided that

right somebody has decided that corporate governance mandates that we

corporate governance mandates that we

corporate governance mandates that we have controls over our spending and what

have controls over our spending and what

have controls over our spending and what that’s doing is it’s making it

that’s doing is it’s making it

that’s doing is it’s making it impossible for the organization to be

impossible for the organization to be

impossible for the organization to be agile friction Neil talked a moment ago

agile friction Neil talked a moment ago

agile friction Neil talked a moment ago about friction is this is what we’re

about friction is this is what we’re

about friction is this is what we’re talking about here is friction is that

talking about here is friction is that

talking about here is friction is that what agility is really about is

what agility is really about is

what agility is really about is eliminating friction within the

eliminating friction within the

eliminating friction within the organization and if you have an

organization and if you have an

organization and if you have an organization in which you cannot

organization in which you cannot

organization in which you cannot eliminate friction the the chances of

eliminate friction the the chances of

eliminate friction the the chances of you being agile are basically zero which

you being agile are basically zero which

you being agile are basically zero which brings me to my second kind of major

brings me to my second kind of major

brings me to my second kind of major point here is that the corporation’s

point here is that the corporation’s

point here is that the corporation’s believe that agile just happens inside

believe that agile just happens inside

believe that agile just happens inside engineering and that all that you do is

engineering and that all that you do is

engineering and that all that you do is bring in the trainers and teach them

bring in the trainers and teach them

bring in the trainers and teach them scrum and you’re done but in fact agile

scrum and you’re done but in fact agile

scrum and you’re done but in fact agile is an organizational thing

is an organizational thing

is an organizational thing there are no silos in an organizational

there are no silos in an organizational

there are no silos in an organizational organization the organization as a whole

organization the organization as a whole

organization the organization as a whole is what’s agile not the team’s not the

is what’s agile not the team’s not the

is what’s agile not the team’s not the people on the teams not the departments

people on the teams not the departments

people on the teams not the departments but the entire organization because if

but the entire organization because if

but the entire organization because if I’ve need my training I need my training

I’ve need my training I need my training

I’ve need my training I need my training now so if there’s a separate finance

now so if there’s a separate finance

now so if there’s a separate finance department that’s providing friction

department that’s providing friction

department that’s providing friction it’s getting in the way of me getting my

it’s getting in the way of me getting my

it’s getting in the way of me getting my training there is no way that there’s

training there is no way that there’s

training there is no way that there’s going to be any agility inside that

going to be any agility inside that

going to be any agility inside that organization the next issue is equally

organization the next issue is equally

organization the next issue is equally important is the organization is

important is the organization is

important is the organization is structured the way it is in order to

structured the way it is in order to

structured the way it is in order to support a process it has a process and

support a process it has a process and

support a process it has a process and it must support if if you change the

it must support if if you change the

it must support if if you change the process you must also change the

process you must also change the

process you must also change the organization because if the organization

organization because if the organization

organization because if the organization is all built around supporting a

is all built around supporting a

is all built around supporting a waterfall process for example then you

waterfall process for example then you

waterfall process for example then you can’t just suddenly become agile without

can’t just suddenly become agile without

can’t just suddenly become agile without changing the support because support for

changing the support because support for

changing the support because support for waterfall will not work if you’re trying

waterfall will not work if you’re trying

waterfall will not work if you’re trying to support agile and there are lots of

to support agile and there are lots of

to support agile and there are lots of things that are part of agile that

things that are part of agile that

things that are part of agile that people think of as things that cannot be

people think of as things that cannot be

people think of as things that cannot be changed which have to be changed right

changed which have to be changed right

changed which have to be changed right the QA department this is one of the

the QA department this is one of the

the QA department this is one of the reasons it’s so difficult for agile to

reasons it’s so difficult for agile to

reasons it’s so difficult for agile to move into big corporations in every

move into big corporations in every

move into big corporations in every agile process that works testing is

agile process that works testing is

agile process that works testing is integrated into the development process

integrated into the development process

integrated into the development process tightly integrated you’re testing every

tightly integrated you’re testing every

tightly integrated you’re testing every 20 minutes on the outside I test every

20 minutes on the outside I test every

20 minutes on the outside I test every two or three minutes as I’m programming

two or three minutes as I’m programming

two or three minutes as I’m programming by the time the so called sprint the

by the time the so called sprint the

by the time the so called sprint the iteration is finished the code is fully

iteration is finished the code is fully

iteration is finished the code is fully tested and ready to deploy which is to

tested and ready to deploy which is to

tested and ready to deploy which is to say there’s nothing for a QA department

say there’s nothing for a QA department

say there’s nothing for a QA department to do which means that the director of

to do which means that the director of

to do which means that the director of QA is not going to be very happy about

QA is not going to be very happy about

QA is not going to be very happy about this which means that he’s going to be

this which means that he’s going to be

this which means that he’s going to be fighting really hard to prevent agile

fighting really hard to prevent agile

fighting really hard to prevent agile from happening inside the organization

from happening inside the organization

from happening inside the organization because he’s going to lose his job now

because he’s going to lose his job now

because he’s going to lose his job now if it’s really an agile organization he

if it’s really an agile organization he

if it’s really an agile organization he wouldn’t lose his job is what he would

wouldn’t lose his job is what he would

wouldn’t lose his job is what he would do is change his job in a flexible way

do is change his job in a flexible way

do is change his job in a flexible way so that he could actually do real QA

so that he could actually do real QA

so that he could actually do real QA which is to say it would be his job to

which is to say it would be his job to

which is to say it would be his job to look at everybody’s processes and make

look at everybody’s processes and make

look at everybody’s processes and make suggestions about whom how to improve

suggestions about whom how to improve

suggestions about whom how to improve them but a lot of people are unable to

them but a lot of people are unable to

them but a lot of people are unable to make those changes because again they do

make those changes because again they do

make those changes because again they do not have the flexibility product

not have the flexibility product

not have the flexibility product development groups they don’t exist in

development groups they don’t exist in

development groups they don’t exist in an agile organization the product that

an agile organization the product that

an agile organization the product that is developed by the customers

is developed by the customers

is developed by the customers who are talking to you on a day-to-day

who are talking to you on a day-to-day

who are talking to you on a day-to-day basis if your customer cannot walk in

basis if your customer cannot walk in

basis if your customer cannot walk in the front door of the corporation you

the front door of the corporation you

the front door of the corporation you cannot be agile and it’s very difficult

cannot be agile and it’s very difficult

cannot be agile and it’s very difficult for somebody who’s not an employee of

for somebody who’s not an employee of

for somebody who’s not an employee of the corporation to walk in the front

the corporation to walk in the front

the corporation to walk in the front door believe me the governance practices

door believe me the governance practices

door believe me the governance practices we were talking about finance related

we were talking about finance related

we were talking about finance related practices a moment ago is this basic

practices a moment ago is this basic

practices a moment ago is this basic idea of if I need the training I need it

idea of if I need the training I need it

idea of if I need the training I need it now not in six weeks

now not in six weeks

now not in six weeks if I need a new piece of software I need

if I need a new piece of software I need

if I need a new piece of software I need it now an agile team has a budget and it

it now an agile team has a budget and it

it now an agile team has a budget and it spends it however they feel like it the

spends it however they feel like it the

spends it however they feel like it the entire team decides to go off to a

entire team decides to go off to a

entire team decides to go off to a conference they do that they don’t ask

conference they do that they don’t ask

conference they do that they don’t ask anybody they just do it they need to buy

anybody they just do it they need to buy

anybody they just do it they need to buy a piece of software they do it right now

a piece of software they do it right now

a piece of software they do it right now they’ve got to manage their budget the

they’ve got to manage their budget the

they’ve got to manage their budget the budget is not infinite but they’re the

budget is not infinite but they’re the

budget is not infinite but they’re the ones making the choice not some separate

ones making the choice not some separate

ones making the choice not some separate governance related organization

governance related organization

governance related organization deadlines there is no such thing in the

deadlines there is no such thing in the

deadlines there is no such thing in the agile world all of the planning and

agile world all of the planning and

agile world all of the planning and agile is based on priorities all of it

agile is based on priorities all of it

agile is based on priorities all of it 100% of it we’ve all seen the Iron

100% of it we’ve all seen the Iron

100% of it we’ve all seen the Iron Triangle picture right scope versus time

Triangle picture right scope versus time

Triangle picture right scope versus time versus money well in agile the

versus money well in agile the

versus money well in agile the assumption is what’s going to change

assumption is what’s going to change

assumption is what’s going to change most often is scope requirements always

most often is scope requirements always

most often is scope requirements always change and if scope changes in a way

change and if scope changes in a way

change and if scope changes in a way that some event that needs to happen

that some event that needs to happen

that some event that needs to happen isn’t going to happen I have to release

isn’t going to happen I have to release

isn’t going to happen I have to release at some tradeshow the only options you

at some tradeshow the only options you

at some tradeshow the only options you have are to reduce the scope a little

have are to reduce the scope a little

have are to reduce the scope a little bit or to increase spending which is to

bit or to increase spending which is to

bit or to increase spending which is to say bring on another team so if you’re

say bring on another team so if you’re

say bring on another team so if you’re managing in an agile world and you have

managing in an agile world and you have

managing in an agile world and you have a time deadline if you will do you’re

a time deadline if you will do you’re

a time deadline if you will do you’re looking at like a trade show what you’re

looking at like a trade show what you’re

looking at like a trade show what you’re doing is actually observing the process

doing is actually observing the process

doing is actually observing the process is that agile is a very transparent way

is that agile is a very transparent way

is that agile is a very transparent way of doing development and doing a

of doing development and doing a

of doing development and doing a projection based on the observed

projection based on the observed

projection based on the observed performance of the teams that are doing

performance of the teams that are doing

performance of the teams that are doing the work and if your projection is not

the work and if your projection is not

the work and if your projection is not right then you bring a new team on or

right then you bring a new team on or

right then you bring a new team on or you reduce scope those are your options

you reduce scope those are your options

you reduce scope those are your options but there are no deadlines there are no

but there are no deadlines there are no

but there are no deadlines there are no milestones there’s no estimation in the

milestones there’s no estimation in the

milestones there’s no estimation in the traditional sense it just doesn’t happen

traditional sense it just doesn’t happen

traditional sense it just doesn’t happen that’s a hard one for people to give up

that’s a hard one for people to give up

that’s a hard one for people to give up but there we go so there aren’t any

but there we go so there aren’t any

but there we go so there aren’t any timesheets because you don’t need them

timesheets because you don’t need them

timesheets because you don’t need them you’re not doing time-based stuff

you’re not doing time-based stuff

you’re not doing time-based stuff there’s no kind of organizational

there’s no kind of organizational

there’s no kind of organizational friction is that there’s a basic lean

friction is that there’s a basic lean

friction is that there’s a basic lean concept that any effort or time or

concept that any effort or time or

concept that any effort or time or energy being spent

energy being spent

energy being spent doing something that is not directly

doing something that is not directly

doing something that is not directly supporting putting valuable software

supporting putting valuable software

supporting putting valuable software into the hands of the users

into the hands of the users

into the hands of the users that’s all waste filling out an expense

that’s all waste filling out an expense

that’s all waste filling out an expense report or a timesheet is not providing

report or a timesheet is not providing

report or a timesheet is not providing customer value so one of the things that

customer value so one of the things that

customer value so one of the things that an agile organization has to do is

an agile organization has to do is

an agile organization has to do is reduce friction by eliminating

reduce friction by eliminating

reduce friction by eliminating everything that is in the way of putting

everything that is in the way of putting

everything that is in the way of putting value into the hands of the customers

value into the hands of the customers

value into the hands of the customers including all of this junk that we’ve

including all of this junk that we’ve

including all of this junk that we’ve just been talking about there is no

just been talking about there is no

just been talking about there is no project management and agile you trust

project management and agile you trust

project management and agile you trust people to do the work the teams manage

people to do the work the teams manage

people to do the work the teams manage themselves there’s no middle managers at

themselves there’s no middle managers at

themselves there’s no middle managers at all in fact in an agile world so all of

all in fact in an agile world so all of

all in fact in an agile world so all of this stuff has got to go and big

this stuff has got to go and big

this stuff has got to go and big corporations are not going to do it is

corporations are not going to do it is

corporations are not going to do it is they are cargo cults they believe that

they are cargo cults they believe that

they are cargo cults they believe that all this stuff is necessary for a

all this stuff is necessary for a

all this stuff is necessary for a company to function and that a company

company to function and that a company

company to function and that a company who doesn’t do this cannot function and

who doesn’t do this cannot function and

who doesn’t do this cannot function and that’s nonsense of course there’s some

that’s nonsense of course there’s some

that’s nonsense of course there’s some very large companies that function quite

very large companies that function quite

very large companies that function quite well in an agile way but most companies

well in an agile way but most companies

well in an agile way but most companies don’t believe that that’s the way things

don’t believe that that’s the way things

don’t believe that that’s the way things are going to work they have their

are going to work they have their

are going to work they have their managers and they expect them to work

managers and they expect them to work

managers and they expect them to work like managers and more to the point when

like managers and more to the point when

like managers and more to the point when some things become agile they expect

some things become agile they expect

some things become agile they expect that these same people are just going to

that these same people are just going to

that these same people are just going to change their job titles and suddenly

change their job titles and suddenly

change their job titles and suddenly everything’s going to be fine right and

everything’s going to be fine right and

everything’s going to be fine right and it’s not what it is right is that the

it’s not what it is right is that the

it’s not what it is right is that the job titles is not just a change in title

job titles is not just a change in title

job titles is not just a change in title is it’s functional it’s a basic change

is it’s functional it’s a basic change

is it’s functional it’s a basic change in what you do agile companies are

in what you do agile companies are

in what you do agile companies are organized very differently this is

organized very differently this is

organized very differently this is Spotify people talk a lot about scaling

Spotify people talk a lot about scaling

Spotify people talk a lot about scaling agile Spotify has about 500 programmers

agile Spotify has about 500 programmers

agile Spotify has about 500 programmers in it right now which is about which is

in it right now which is about which is

in it right now which is about which is big enough for me to say this model will

big enough for me to say this model will

big enough for me to say this model will work regardless of the size of the

work regardless of the size of the

work regardless of the size of the company I would argue that if you have a

company I would argue that if you have a

company I would argue that if you have a project that is requires more than 500

project that is requires more than 500

project that is requires more than 500 programmers that what you need to do is

programmers that what you need to do is

programmers that what you need to do is break up that project into smaller

break up that project into smaller

break up that project into smaller projects there is no project on the

projects there is no project on the

projects there is no project on the planet that requires more than 500

planet that requires more than 500

planet that requires more than 500 programmers I’m sorry

programmers I’m sorry

programmers I’m sorry in fact most most projects with 500

in fact most most projects with 500

in fact most most projects with 500 programmers on them could be done quite

programmers on them could be done quite

programmers on them could be done quite well by 5 programmers so if it’s what if

well by 5 programmers so if it’s what if

well by 5 programmers so if it’s what if I can do this we can scale I’m not going

I can do this we can scale I’m not going

I can do this we can scale I’m not going to spend a lot of time looking at this

to spend a lot of time looking at this

to spend a lot of time looking at this picture but the main thing that I want

picture but the main thing that I want

picture but the main thing that I want to point out here is that we do not have

to point out here is that we do not have

to point out here is that we do not have a hierarchy we do not have a org chart

a hierarchy we do not have a org chart

a hierarchy we do not have a org chart that’s in a tree form with managers and

that’s in a tree form with managers and

that’s in a tree form with managers and controls and that kind of stuff we have

controls and that kind of stuff we have

controls and that kind of stuff we have a kind of matrix though this isn’t a

a kind of matrix though this isn’t a

a kind of matrix though this isn’t a classic

classic

classic matrix organization but there’s no boss

matrix organization but there’s no boss

matrix organization but there’s no boss the individual tribes which are groups

the individual tribes which are groups

the individual tribes which are groups of groups of groups if you will do have

of groups of groups if you will do have

of groups of groups if you will do have one guy a system architect who’s

one guy a system architect who’s

one guy a system architect who’s effectively a member of all of the teams

effectively a member of all of the teams

effectively a member of all of the teams whose job is to make sure there’s some

whose job is to make sure there’s some

whose job is to make sure there’s some architectural coherence across the

architectural coherence across the

architectural coherence across the system so the people are building but

system so the people are building but

system so the people are building but he’s not ordering people around either

he’s not ordering people around either

he’s not ordering people around either he’s saying well you know we’re doing

he’s saying well you know we’re doing

he’s saying well you know we’re doing this over here already

this over here already

this over here already so if we do it this way instead it’ll

so if we do it this way instead it’ll

so if we do it this way instead it’ll all fit better and this is a process for

all fit better and this is a process for

all fit better and this is a process for grownups so the people on Team B say ok

grownups so the people on Team B say ok

grownups so the people on Team B say ok we’ll do it that way then because

we’ll do it that way then because

we’ll do it that way then because they’re being flexible so nobody’s

they’re being flexible so nobody’s

they’re being flexible so nobody’s ordering anybody around this is a very

ordering anybody around this is a very

ordering anybody around this is a very collaborative kind of process which

collaborative kind of process which

collaborative kind of process which brings us to scrum is that scrum scrum

brings us to scrum is that scrum scrum

brings us to scrum is that scrum scrum is none of the things that I was just

is none of the things that I was just

is none of the things that I was just talking about it’s a fixed process it

talking about it’s a fixed process it

talking about it’s a fixed process it has two characteristics that a lot of

has two characteristics that a lot of

has two characteristics that a lot of people don’t know about is first of all

people don’t know about is first of all

people don’t know about is first of all if you look at all the processes in the

if you look at all the processes in the

if you look at all the processes in the world all the agile processes in the

world all the agile processes in the

world all the agile processes in the world scrum is one of them and people

world scrum is one of them and people

world scrum is one of them and people equate scrum to agile I don’t know how

equate scrum to agile I don’t know how

equate scrum to agile I don’t know how many times I’ve heard people say well

many times I’ve heard people say well

many times I’ve heard people say well agile says X when they mean scrum says X

agile says X when they mean scrum says X

agile says X when they mean scrum says X the second problem is that scrum is a

the second problem is that scrum is a

the second problem is that scrum is a relatively small thing and agile is a

relatively small thing and agile is a

relatively small thing and agile is a relatively big thing there’s a lot

relatively big thing there’s a lot

relatively big thing there’s a lot associated with agile in fact agile is

associated with agile in fact agile is

associated with agile in fact agile is not really even just agile is that lean

not really even just agile is that lean

not really even just agile is that lean techniques have a lot to do with running

techniques have a lot to do with running

techniques have a lot to do with running an effective company in an agile way so

an effective company in an agile way so

an effective company in an agile way so it’s even bigger than one guy here scrum

it’s even bigger than one guy here scrum

it’s even bigger than one guy here scrum is a very small thing scrum is defined

is a very small thing scrum is defined

is a very small thing scrum is defined by a 16 page document and frankly you

by a 16 page document and frankly you

by a 16 page document and frankly you can’t define any process in a 16 page

can’t define any process in a 16 page

can’t define any process in a 16 page document it just can’t be done so it’s

document it just can’t be done so it’s

document it just can’t be done so it’s very small more than the point

very small more than the point

very small more than the point the scrum guys imagine that scrum can be

the scrum guys imagine that scrum can be

the scrum guys imagine that scrum can be done in a kind of bubble where the the

done in a kind of bubble where the the

done in a kind of bubble where the the nobody outside has to care about what’s

nobody outside has to care about what’s

nobody outside has to care about what’s going on inside that bubble but we were

going on inside that bubble but we were

going on inside that bubble but we were just seeing people do have to care is

just seeing people do have to care is

just seeing people do have to care is that the purchasing procedures of the

that the purchasing procedures of the

that the purchasing procedures of the organization affects what goes on inside

organization affects what goes on inside

organization affects what goes on inside the bubble so it’s not a separate bubble

the bubble so it’s not a separate bubble

the bubble so it’s not a separate bubble it’s not something that can be isolated

it’s not something that can be isolated

it’s not something that can be isolated the scrum guys also have no respect at

the scrum guys also have no respect at

the scrum guys also have no respect at all for the existing processes of the

all for the existing processes of the

all for the existing processes of the organization when they come in is they

organization when they come in is they

organization when they come in is they imagine they can just bulldoze those

imagine they can just bulldoze those

imagine they can just bulldoze those processes out of the way and replace

processes out of the way and replace

processes out of the way and replace them with scrum but what they’re really

them with scrum but what they’re really

them with scrum but what they’re really replacing them with is nothing because

replacing them with is nothing because

replacing them with is nothing because the scrum is not going to work in a

the scrum is not going to work in a

the scrum is not going to work in a situation where you’re not changing the

situation where you’re not changing the

situation where you’re not changing the entire organization and if scrum is not

entire organization and if scrum is not

entire organization and if scrum is not going to work people are not going to do

going to work people are not going to do

going to work people are not going to do it a lot of places a lot of times when

it a lot of places a lot of times when

it a lot of places a lot of times when you see the organizations that have

you see the organizations that have

you see the organizations that have brought in the scrum guys a year later

brought in the scrum guys a year later

brought in the scrum guys a year later they’re not doing anything even close to

they’re not doing anything even close to

they’re not doing anything even close to scrum anymore because they’re not

scrum anymore because they’re not

scrum anymore because they’re not getting the support they need to make it

getting the support they need to make it

getting the support they need to make it work so they don’t do it in terms of the

work so they don’t do it in terms of the

work so they don’t do it in terms of the smallness you look at extreme

smallness you look at extreme

smallness you look at extreme programming and extreme programming is

programming and extreme programming is

programming and extreme programming is made up of a largest set of practices

made up of a largest set of practices

made up of a largest set of practices the interesting thing about this is the

the interesting thing about this is the

the interesting thing about this is the practices are all interwoven and

practices are all interwoven and

practices are all interwoven and interlocked in complex ways for example

interlocked in complex ways for example

interlocked in complex ways for example one of the key practices in extreme

one of the key practices in extreme

one of the key practices in extreme programming is that you need to be

programming is that you need to be

programming is that you need to be testing all the time you’re testing

testing all the time you’re testing

testing all the time you’re testing every two or three minutes as you’re

every two or three minutes as you’re

every two or three minutes as you’re writing the code another important

writing the code another important

writing the code another important practice in extreme programming is

practice in extreme programming is

practice in extreme programming is constant aggressive refactoring is that

constant aggressive refactoring is that

constant aggressive refactoring is that every time you look at a piece of code

every time you look at a piece of code

every time you look at a piece of code if it’s not right you fix it but the

if it’s not right you fix it but the

if it’s not right you fix it but the fact is you can’t do that if you don’t

fact is you can’t do that if you don’t

fact is you can’t do that if you don’t have your tests in place you can’t

have your tests in place you can’t

have your tests in place you can’t cherry pick these they’re all meshed

cherry pick these they’re all meshed

cherry pick these they’re all meshed together to make one unified process now

together to make one unified process now

together to make one unified process now you can modify this process and in fact

you can modify this process and in fact

you can modify this process and in fact the the XP teams do that all the time

the the XP teams do that all the time

the the XP teams do that all the time but they know what they’re doing they

but they know what they’re doing they

but they know what they’re doing they understand well I have these benefits

understand well I have these benefits

understand well I have these benefits and this has this interaction with those

and this has this interaction with those

and this has this interaction with those things and if I change this then I have

things and if I change this then I have

things and if I change this then I have to change this other stuff too in order

to change this other stuff too in order

to change this other stuff too in order to compensate you look at scrum though

to compensate you look at scrum though

to compensate you look at scrum though and what have they done first of all

and what have they done first of all

and what have they done first of all they have cherry picked two things they

they have cherry picked two things they

they have cherry picked two things they have stolen the XP planning game

have stolen the XP planning game

have stolen the XP planning game directly as scrum planning is nothing

directly as scrum planning is nothing

directly as scrum planning is nothing but extreme programming planning and

but extreme programming planning and

but extreme programming planning and then they have stolen a bunch of the

then they have stolen a bunch of the

then they have stolen a bunch of the little stuff stand-up meetings and that

little stuff stand-up meetings and that

little stuff stand-up meetings and that kind of stuff and then they’ve taken to

kind of stuff and then they’ve taken to

kind of stuff and then they’ve taken to other things that transmogrified them to

other things that transmogrified them to

other things that transmogrified them to the point where they’re unrecognizable

the point where they’re unrecognizable

the point where they’re unrecognizable the whole team among other things says

the whole team among other things says

the whole team among other things says you should have an actual customer in

you should have an actual customer in

you should have an actual customer in the room with you people think that when

the room with you people think that when

the room with you people think that when you’re doing extreme programming you

you’re doing extreme programming you

you’re doing extreme programming you don’t do design that’s nonsense what you

don’t do design that’s nonsense what you

don’t do design that’s nonsense what you are doing is you’re doing the design

are doing is you’re doing the design

are doing is you’re doing the design incremental e as the program evolves

incremental e as the program evolves

incremental e as the program evolves instead of spending three months talking

instead of spending three months talking

instead of spending three months talking to a user before you start coding you

to a user before you start coding you

to a user before you start coding you put the user in the room with you so you

put the user in the room with you so you

put the user in the room with you so you can ask them the question immediately

can ask them the question immediately

can ask them the question immediately before you start coding the user

before you start coding the user

before you start coding the user interaction is still there you’re still

interaction is still there you’re still

interaction is still there you’re still talking to your users you’re still doing

talking to your users you’re still doing

talking to your users you’re still doing design but you’re doing it as you’re

design but you’re doing it as you’re

design but you’re doing it as you’re working well they’ve gotten rid of the

working well they’ve gotten rid of the

working well they’ve gotten rid of the user and they’ve replaced it with this

user and they’ve replaced it with this

user and they’ve replaced it with this management Lackey called the the project

management Lackey called the the project

management Lackey called the the project manager where the product owner edit

manager where the product owner edit

manager where the product owner edit write the product owner is not a

write the product owner is not a

write the product owner is not a customer the product owner is usually a

customer the product owner is usually a

customer the product owner is usually a representative of the marketing

representative of the marketing

representative of the marketing department so all of the guarantees that

department so all of the guarantees that

department so all of the guarantees that you’ll get about billion valuable

you’ll get about billion valuable

you’ll get about billion valuable software they’re gone and then they put

software they’re gone and then they put

software they’re gone and then they put in the rigid time box which they call a

in the rigid time box which they call a

in the rigid time box which they call a sprint which is also a huge waste of

sprint which is also a huge waste of

sprint which is also a huge waste of time

time

time think how much waste there is in trying

think how much waste there is in trying

think how much waste there is in trying to size a story so you can do it in a

to size a story so you can do it in a

to size a story so you can do it in a two-week sprint and think of all of the

two-week sprint and think of all of the

two-week sprint and think of all of the sturm and drawing that happens when

sturm and drawing that happens when

sturm and drawing that happens when you’re one day off right we’re at the

you’re one day off right we’re at the

you’re one day off right we’re at the end of the sprint but there’s still one

end of the sprint but there’s still one

end of the sprint but there’s still one more day’s work to do and that’s such a

more day’s work to do and that’s such a

more day’s work to do and that’s such a hassle that often people don’t do that

hassle that often people don’t do that

hassle that often people don’t do that day’s work and you end up with buggy

day’s work and you end up with buggy

day’s work and you end up with buggy software and that’s just not okay so

software and that’s just not okay so

software and that’s just not okay so this is flying in the face of agility

this is flying in the face of agility

this is flying in the face of agility also this stuff just doesn’t work the

also this stuff just doesn’t work the

also this stuff just doesn’t work the next problem has to do with the

next problem has to do with the

next problem has to do with the certification mills which produce

certification mills which produce

certification mills which produce certificates which have no value at all

certificates which have no value at all

certificates which have no value at all you take a 16-page scrum guide you read

you take a 16-page scrum guide you read

you take a 16-page scrum guide you read through it so I’ve spent an afternoon

through it so I’ve spent an afternoon

through it so I’ve spent an afternoon curled in front of the fire with my

curled in front of the fire with my

curled in front of the fire with my scrum guide I go online I take a

scrum guide I go online I take a

scrum guide I go online I take a completely automated test which is

completely automated test which is

completely automated test which is graded by a computer comprised of 35

graded by a computer comprised of 35

graded by a computer comprised of 35 multiple-choice questions

multiple-choice questions

multiple-choice questions I get a grade of 60% I don’t know about

I get a grade of 60% I don’t know about

I get a grade of 60% I don’t know about you but when I when I was in elementary

you but when I when I was in elementary

you but when I when I was in elementary school 60% was considered a failing

school 60% was considered a failing

school 60% was considered a failing grade but if I get a failing grade

grade but if I get a failing grade

grade but if I get a failing grade that’s good enough I get my certificate

that’s good enough I get my certificate

that’s good enough I get my certificate I am a master now the problem is is that

I am a master now the problem is is that

I am a master now the problem is is that those corporations think of this as some

those corporations think of this as some

those corporations think of this as some kind of diploma they think of the

kind of diploma they think of the

kind of diploma they think of the certificate as being meaningful and why

certificate as being meaningful and why

certificate as being meaningful and why because they do that what you get is

because they do that what you get is

because they do that what you get is something that is at

something that is at

something that is at destructive because if you imagine that

destructive because if you imagine that

destructive because if you imagine that the guy that has a certificate is

the guy that has a certificate is

the guy that has a certificate is competent and he’s not and things don’t

competent and he’s not and things don’t

competent and he’s not and things don’t work you don’t blame the guy you blame

work you don’t blame the guy you blame

work you don’t blame the guy you blame the thing that he’s supposed to be

the thing that he’s supposed to be

the thing that he’s supposed to be competent in doing you say agile doesn’t

competent in doing you say agile doesn’t

competent in doing you say agile doesn’t work you don’t say that scrum certified

work you don’t say that scrum certified

work you don’t say that scrum certified scrum guy didn’t actually know what he

scrum guy didn’t actually know what he

scrum guy didn’t actually know what he was talking about so certification is

was talking about so certification is

was talking about so certification is not only meaningless it is actively

not only meaningless it is actively

not only meaningless it is actively destructive especially when companies

destructive especially when companies

destructive especially when companies use certification as a criteria for

use certification as a criteria for

use certification as a criteria for hiring because it doesn’t tell them

hiring because it doesn’t tell them

hiring because it doesn’t tell them anything useful

anything useful

anything useful they bring in people that don’t know

they bring in people that don’t know

they bring in people that don’t know anything about agility but they’re

anything about agility but they’re

anything about agility but they’re certified and then they imagine that

certified and then they imagine that

certified and then they imagine that they’re somehow agile it just doesn’t

they’re somehow agile it just doesn’t

they’re somehow agile it just doesn’t work now the worst case of this is safe

work now the worst case of this is safe

work now the worst case of this is safe the problem with safe is that safe is

the problem with safe is that safe is

the problem with safe is that safe is designed to be acceptable to a

designed to be acceptable to a

designed to be acceptable to a corporation but it’s not safe that is is

corporation but it’s not safe that is is

corporation but it’s not safe that is is that in other words if you look at safe

that in other words if you look at safe

that in other words if you look at safe it’s just the same old same old

it’s just the same old same old

it’s just the same old same old at the bottom you’ve got scrum which is

at the bottom you’ve got scrum which is

at the bottom you’ve got scrum which is barely agile in the middle you’ve got

barely agile in the middle you’ve got

barely agile in the middle you’ve got the same old stuff that you always used

the same old stuff that you always used

the same old stuff that you always used to do well we haven’t accomplished

to do well we haven’t accomplished

to do well we haven’t accomplished anything real here we look at those flat

anything real here we look at those flat

anything real here we look at those flat hierarchies a moment ago you don’t have

hierarchies a moment ago you don’t have

hierarchies a moment ago you don’t have a flat hierarchy and safe you just have

a flat hierarchy and safe you just have

a flat hierarchy and safe you just have the same old corporate hierarchy that

the same old corporate hierarchy that

the same old corporate hierarchy that you ever had all the governance stuff is

you ever had all the governance stuff is

you ever had all the governance stuff is still in place it’s not real and it’s

still in place it’s not real and it’s

still in place it’s not real and it’s not necessary agile scale is just fine

not necessary agile scale is just fine

not necessary agile scale is just fine we saw that with Spotify why do we need

we saw that with Spotify why do we need

we saw that with Spotify why do we need to do this special thing and it’s

to do this special thing and it’s

to do this special thing and it’s because again the corporation is a cargo

because again the corporation is a cargo

because again the corporation is a cargo call they can’t imagine taking a big

call they can’t imagine taking a big

call they can’t imagine taking a big project and breaking it up into smaller

project and breaking it up into smaller

project and breaking it up into smaller projects so this is fake agile this

projects so this is fake agile this

projects so this is fake agile this isn’t real agile now mixed into this is

isn’t real agile now mixed into this is

isn’t real agile now mixed into this is a whole set of tool vendors who are

a whole set of tool vendors who are

a whole set of tool vendors who are supporting this dysfunction is that all

supporting this dysfunction is that all

supporting this dysfunction is that all of these tools force you into working in

of these tools force you into working in

of these tools force you into working in an old-style way is that what they’re

an old-style way is that what they’re

an old-style way is that what they’re doing is taking waterfall style

doing is taking waterfall style

doing is taking waterfall style management and trying to impose that on

management and trying to impose that on

management and trying to impose that on top of agile process by doing ridiculous

top of agile process by doing ridiculous

top of agile process by doing ridiculous things like burn down charts there are a

things like burn down charts there are a

things like burn down charts there are a complete waste of time as you spend more

complete waste of time as you spend more

complete waste of time as you spend more time entering data into this thing then

time entering data into this thing then

time entering data into this thing then you get useful information out of it and

you get useful information out of it and

you get useful information out of it and that time is waste it’s time not spent

that time is waste it’s time not spent

that time is waste it’s time not spent providing direct customer value what do

providing direct customer value what do

providing direct customer value what do you need when you do agile in the way of

you need when you do agile in the way of

you need when you do agile in the way of tools right

tools right

tools right is agile exactly and the thing is is

is agile exactly and the thing is is

is agile exactly and the thing is is that agile is basically very very simple

that agile is basically very very simple

that agile is basically very very simple what agile is first of all is that it’s

what agile is first of all is that it’s

what agile is first of all is that it’s a culture and the culture is the most

a culture and the culture is the most

a culture and the culture is the most important thing not the process and

important thing not the process and

important thing not the process and again I’m not saying process isn’t

again I’m not saying process isn’t

again I’m not saying process isn’t important but a specific process is no

important but a specific process is no

important but a specific process is no better than any other specific process

better than any other specific process

better than any other specific process provided that is working out within an

provided that is working out within an

provided that is working out within an altar of agility so for agile to work

altar of agility so for agile to work

altar of agility so for agile to work you have to put the proper culture in

you have to put the proper culture in

you have to put the proper culture in place which is to say that agile

place which is to say that agile

place which is to say that agile infusion in order to be functional has

infusion in order to be functional has

infusion in order to be functional has to come from the top down it is the CEOs

to come from the top down it is the CEOs

to come from the top down it is the CEOs job to manage the culture of the

job to manage the culture of the

job to manage the culture of the organization so if the CEO does not

organization so if the CEO does not

organization so if the CEO does not understand what agility is about there

understand what agility is about there

understand what agility is about there is no way that he or she is going to set

is no way that he or she is going to set

is no way that he or she is going to set up a culture that supports it so culture

up a culture that supports it so culture

up a culture that supports it so culture is central the second issue is trust

is central the second issue is trust

is central the second issue is trust everything in agile depends on trusting

everything in agile depends on trusting

everything in agile depends on trusting people to do their job they’re one of

people to do their job they’re one of

people to do their job they’re one of the REA in other words you don’t have

the REA in other words you don’t have

the REA in other words you don’t have managers why don’t you have managers and

managers why don’t you have managers and

managers why don’t you have managers and it’s because I trust people to do work I

it’s because I trust people to do work I

it’s because I trust people to do work I don’t need to sit there with a bullwhip

don’t need to sit there with a bullwhip

don’t need to sit there with a bullwhip and crack it over their heads in order

and crack it over their heads in order

and crack it over their heads in order to get them to work I trust them and you

to get them to work I trust them and you

to get them to work I trust them and you get trussed up and down the chain I

get trussed up and down the chain I

get trussed up and down the chain I don’t need to make them get sign offs in

don’t need to make them get sign offs in

don’t need to make them get sign offs in order to go to a conference because I

order to go to a conference because I

order to go to a conference because I trust them to assess their abilities

trust them to assess their abilities

trust them to assess their abilities understand that if they go to the

understand that if they go to the

understand that if they go to the conference they can increase those

conference they can increase those

conference they can increase those abilities and then let them go it’s all

abilities and then let them go it’s all

abilities and then let them go it’s all about trust the other issue is that the

about trust the other issue is that the

about trust the other issue is that the things on the left here communication

things on the left here communication

things on the left here communication simplicity courage all these values and

simplicity courage all these values and

simplicity courage all these values and principles inform the things on the

principles inform the things on the

principles inform the things on the right the practices is that the

right the practices is that the

right the practices is that the practices exist because the principles

practices exist because the principles

practices exist because the principles exist and the principles exist because

exist and the principles exist because

exist and the principles exist because the values exist so unless you have

the values exist so unless you have

the values exist so unless you have those principles and values in place the

those principles and values in place the

those principles and values in place the practices that you come up with they’re

practices that you come up with they’re

practices that you come up with they’re not going to be functional so we get

not going to be functional so we get

not going to be functional so we get back to the principles to the basic

back to the principles to the basic

back to the principles to the basic principles is that everything depends on

principles is that everything depends on

principles is that everything depends on ultimately communication and simplicity

ultimately communication and simplicity

ultimately communication and simplicity and courage and feedback and if you

and courage and feedback and if you

and courage and feedback and if you don’t have that inside the organization

don’t have that inside the organization

don’t have that inside the organization as a whole then you can’t really do

as a whole then you can’t really do

as a whole then you can’t really do functional work

everyone following what I’m getting at

everyone following what I’m getting at here this is probably the most important

here this is probably the most important

here this is probably the most important thing that I can say is that the culture

thing that I can say is that the culture

thing that I can say is that the culture is more important than anything and that

is more important than anything and that

is more important than anything and that the principles are more important than

the principles are more important than

the principles are more important than the practices and that any practice that

the practices and that any practice that

the practices and that any practice that works in the framework of the principles

works in the framework of the principles

works in the framework of the principles is a good practice at least from an

is a good practice at least from an

is a good practice at least from an agile point of view the process itself

agile point of view the process itself

agile point of view the process itself is very simple you start off by talking

is very simple you start off by talking

is very simple you start off by talking to your customers and find out what they

to your customers and find out what they

to your customers and find out what they need and then you break off a small

need and then you break off a small

need and then you break off a small chunk of that and you build it and you

chunk of that and you build it and you

chunk of that and you build it and you give it to them that’s it everything

give it to them that’s it everything

give it to them that’s it everything else is icing and you do this on a small

else is icing and you do this on a small

else is icing and you do this on a small loop write that loop is a two-week loop

loop write that loop is a two-week loop

loop write that loop is a two-week loop and the reason it’s a two-week loop is

and the reason it’s a two-week loop is

and the reason it’s a two-week loop is because the general assumption of all

because the general assumption of all

because the general assumption of all the agile processes is that people don’t

the agile processes is that people don’t

the agile processes is that people don’t know what they need until they have

know what they need until they have

know what they need until they have something in their hands so upfront

something in their hands so upfront

something in their hands so upfront requirements gathering doesn’t work

requirements gathering doesn’t work

requirements gathering doesn’t work because the requirements that you gather

because the requirements that you gather

because the requirements that you gather are never correct so the process itself

are never correct so the process itself

are never correct so the process itself is very simple the tools for the process

is very simple the tools for the process

is very simple the tools for the process are very simple you need a whiteboard

are very simple you need a whiteboard

are very simple you need a whiteboard you need some post-it notes you need

you need some post-it notes you need

you need some post-it notes you need some index cards and some thumbtacks and

some index cards and some thumbtacks and

some index cards and some thumbtacks and that’s it if you’re working remotely

that’s it if you’re working remotely

that’s it if you’re working remotely maybe you’ll mix a couple other things

maybe you’ll mix a couple other things

maybe you’ll mix a couple other things into this you need some good

into this you need some good

into this you need some good communication software you probably need

communication software you probably need

communication software you probably need to take that that whiteboard and put it

to take that that whiteboard and put it

to take that that whiteboard and put it into a computer someplace but that’s

into a computer someplace but that’s

into a computer someplace but that’s inferior actually this agile is all

inferior actually this agile is all

inferior actually this agile is all based on a face-to-face communication

based on a face-to-face communication

based on a face-to-face communication two people are physically standing in

two people are physically standing in

two people are physically standing in front of a physical board will be able

front of a physical board will be able

front of a physical board will be able to do better work than two people

to do better work than two people

to do better work than two people working electronically the real problem

working electronically the real problem

working electronically the real problem with the electronic version is it’s

with the electronic version is it’s

with the electronic version is it’s hidden inside the computer instead of

hidden inside the computer instead of

hidden inside the computer instead of being sitting up on the wall where you

being sitting up on the wall where you

being sitting up on the wall where you can see it every day when you’re walking

can see it every day when you’re walking

can see it every day when you’re walking by it so when it’s hidden you tend to

by it so when it’s hidden you tend to

by it so when it’s hidden you tend to not think about it if it’s a physical

not think about it if it’s a physical

not think about it if it’s a physical thing it’s out there where you can think

thing it’s out there where you can think

thing it’s out there where you can think about it so those are all the tools you

about it so those are all the tools you

about it so those are all the tools you need and again we go back to our

need and again we go back to our

need and again we go back to our corporations and they’re not thinking in

corporations and they’re not thinking in

corporations and they’re not thinking in these terms they’re thinking in terms of

these terms they’re thinking in terms of

these terms they’re thinking in terms of big expensive tools because they’ve

big expensive tools because they’ve

big expensive tools because they’ve decided that that’s what they need in

decided that that’s what they need in

decided that that’s what they need in order to handle this a complexity that’s

order to handle this a complexity that’s

order to handle this a complexity that’s completely unnecessary and we don’t need

completely unnecessary and we don’t need

completely unnecessary and we don’t need any of that we need very simple things

so we come back to the basic agile

so we come back to the basic agile principles we finished the first one

principles we finished the first one

principles we finished the first one let’s look at the other ones our main

let’s look at the other ones our main

let’s look at the other ones our main goal here is to produce working software

goal here is to produce working software

goal here is to produce working software now over comprehensive documentation

now over comprehensive documentation

now over comprehensive documentation there are still still some corporations

there are still still some corporations

there are still still some corporations that have a documentation fetish but

that have a documentation fetish but

that have a documentation fetish but they’re getting to be less and less as

they’re getting to be less and less as

they’re getting to be less and less as time progresses general rule of thumb is

time progresses general rule of thumb is

time progresses general rule of thumb is that if nobody is ever going to read

that if nobody is ever going to read

that if nobody is ever going to read anything don’t bother to write it the

anything don’t bother to write it the

anything don’t bother to write it the vast majority of documentation is never

vast majority of documentation is never

vast majority of documentation is never read by anybody so it’s not it’s not

read by anybody so it’s not it’s not

read by anybody so it’s not it’s not valuable it’s waste it’s another example

valuable it’s waste it’s another example

valuable it’s waste it’s another example of waste but by documentation they don’t

of waste but by documentation they don’t

of waste but by documentation they don’t just mean software documentation they

just mean software documentation they

just mean software documentation they mean all paperwork inside the

mean all paperwork inside the

mean all paperwork inside the organization any kind of paperwork

organization any kind of paperwork

organization any kind of paperwork that’s getting in the way of producing

that’s getting in the way of producing

that’s getting in the way of producing the working software is not is not

the working software is not is not

the working software is not is not desirable you want to collaborate with

desirable you want to collaborate with

desirable you want to collaborate with your customers not negotiate with them

your customers not negotiate with them

your customers not negotiate with them customers don’t know what’s hard so they

customers don’t know what’s hard so they

customers don’t know what’s hard so they often ask for things that you can’t

often ask for things that you can’t

often ask for things that you can’t build a negotiation leads to dysfunction

build a negotiation leads to dysfunction

build a negotiation leads to dysfunction I want you to do such-and-such and I’m

I want you to do such-and-such and I’m

I want you to do such-and-such and I’m saying sure I’ll have it next week

saying sure I’ll have it next week

saying sure I’ll have it next week there’s an xkcd comic there was the –

there’s an xkcd comic there was the –

there’s an xkcd comic there was the – who was to this effect a couple weeks

who was to this effect a couple weeks

who was to this effect a couple weeks ago and then somebody comes in a few

ago and then somebody comes in a few

ago and then somebody comes in a few minutes later and says I need this other

minutes later and says I need this other

minutes later and says I need this other thing and you go sure I need 15 research

thing and you go sure I need 15 research

thing and you go sure I need 15 research assistants in a 7 million dollar budget

assistants in a 7 million dollar budget

assistants in a 7 million dollar budget and I’ll have it for you in eight years

and I’ll have it for you in eight years

and I’ll have it for you in eight years and the person the person who’s actually

and the person the person who’s actually

and the person the person who’s actually the question is often the same person

the question is often the same person

the question is often the same person they don’t know that one thing is art

they don’t know that one thing is art

they don’t know that one thing is art and another thing is not hard well if

and another thing is not hard well if

and another thing is not hard well if you could if you negotiate the next

you could if you negotiate the next

you could if you negotiate the next thing that person is going to say how

thing that person is going to say how

thing that person is going to say how about three years with eight research

about three years with eight research

about three years with eight research assistants and you go no well maybe four

assistants and you go no well maybe four

assistants and you go no well maybe four right and this is not solving the

right and this is not solving the

right and this is not solving the problem for one thing even the 15

problem for one thing even the 15

problem for one thing even the 15 research assistants in five years or

research assistants in five years or

research assistants in five years or eight years as a guess so negotiating is

eight years as a guess so negotiating is

eight years as a guess so negotiating is not going to help any if you collaborate

not going to help any if you collaborate

not going to help any if you collaborate though you sit down and you go that’s a

though you sit down and you go that’s a

though you sit down and you go that’s a really hard problem but if we make this

really hard problem but if we make this

really hard problem but if we make this little change it turns into a really

little change it turns into a really

little change it turns into a really easy problem do you think that’ll work

easy problem do you think that’ll work

easy problem do you think that’ll work and then the guy who comes in with the

and then the guy who comes in with the

and then the guy who comes in with the idea says well yeah maybe but if we do

idea says well yeah maybe but if we do

idea says well yeah maybe but if we do this other little thing maybe it’ll work

this other little thing maybe it’ll work

this other little thing maybe it’ll work a little bit better and you collaborate

a little bit better and you collaborate

a little bit better and you collaborate so this goes way beyond contracts this

so this goes way beyond contracts this

so this goes way beyond contracts this goes goes into the way that you work on

goes goes into the way that you work on

goes goes into the way that you work on a day to day basis

a day to day basis

a day to day basis you need to be able to respond to

you need to be able to respond to

you need to be able to respond to changes at all levels I just said a

changes at all levels I just said a

changes at all levels I just said a moment ago that if the word agile

moment ago that if the word agile

moment ago that if the word agile applies to the process itself if the

applies to the process itself if the

applies to the process itself if the process isn’t working change it

process isn’t working change it

process isn’t working change it notion of retrospectives comes out of

notion of retrospectives comes out of

notion of retrospectives comes out of this but the most functional agile teams

this but the most functional agile teams

this but the most functional agile teams do not do retrospectives because our

do not do retrospectives because our

do not do retrospectives because our highly functional agile team will

highly functional agile team will

highly functional agile team will instantly recognize that something’s not

instantly recognize that something’s not

instantly recognize that something’s not working every better will huddle

working every better will huddle

working every better will huddle together they’ll come up with a solution

together they’ll come up with a solution

together they’ll come up with a solution they’ll put the solution in place and

they’ll put the solution in place and

they’ll put the solution in place and then they’ll move on a retrospective is

then they’ll move on a retrospective is

then they’ll move on a retrospective is kind of a transitional measure it’s

kind of a transitional measure it’s

kind of a transitional measure it’s something that you need before you get

something that you need before you get

something that you need before you get good enough to be able to make those

good enough to be able to make those

good enough to be able to make those changes quickly then there are the

changes quickly then there are the

changes quickly then there are the principles let’s look at just a few of

principles let’s look at just a few of

principles let’s look at just a few of them the welcoming changes of

them the welcoming changes of

them the welcoming changes of requirement even late in development

requirement even late in development

requirement even late in development right and the basic notion of harnessing

right and the basic notion of harnessing

right and the basic notion of harnessing to change for the composite for the

to change for the composite for the

to change for the composite for the customers competitive advantage is

customers competitive advantage is

customers competitive advantage is important here is that an agile team is

important here is that an agile team is

important here is that an agile team is in a service role it’s their job to

in a service role it’s their job to

in a service role it’s their job to solve other people’s problems not to do

solve other people’s problems not to do

solve other people’s problems not to do stuff because it’s cool and not to do

stuff because it’s cool and not to do

stuff because it’s cool and not to do stuff because it’s techie and it makes

stuff because it’s techie and it makes

stuff because it’s techie and it makes them feel good but to do stuff because

them feel good but to do stuff because

them feel good but to do stuff because it increases the but improves the

it increases the but improves the

it increases the but improves the bottom-line your customer

bottom-line your customer

bottom-line your customer whoever that customer should be the

whoever that customer should be the

whoever that customer should be the change the requirements are going to

change the requirements are going to

change the requirements are going to change they always change so setting up

change they always change so setting up

change they always change so setting up things where they can’t change is not

things where they can’t change is not

things where they can’t change is not going to work another flaw in scrum is

going to work another flaw in scrum is

going to work another flaw in scrum is they say once the scrum starts there

they say once the scrum starts there

they say once the scrum starts there will be no changes well what’s what’s

will be no changes well what’s what’s

will be no changes well what’s what’s that about I’m five minutes into the

that about I’m five minutes into the

that about I’m five minutes into the scrum and I realize that we’ve got a

scrum and I realize that we’ve got a

scrum and I realize that we’ve got a requirement wrong and we can’t make any

requirement wrong and we can’t make any

requirement wrong and we can’t make any changes it’s not going to work as you

changes it’s not going to work as you

changes it’s not going to work as you have to accept them at any point in the

have to accept them at any point in the

have to accept them at any point in the process the developers of the business

process the developers of the business

process the developers of the business people are working together on a daily

people are working together on a daily

people are working together on a daily basis that means they’re in the same

basis that means they’re in the same

basis that means they’re in the same room with each other that does not mean

room with each other that does not mean

room with each other that does not mean that they send memos back and forth that

that they send memos back and forth that

that they send memos back and forth that does not mean that the business people

does not mean that the business people

does not mean that the business people ask nicely before they do something

ask nicely before they do something

ask nicely before they do something arbitrary anyway it means that they’re

arbitrary anyway it means that they’re

arbitrary anyway it means that they’re on the team literally they’re sitting in

on the team literally they’re sitting in

on the team literally they’re sitting in the same room you’re talking on a day to

the same room you’re talking on a day to

the same room you’re talking on a day to day basis the individuals are more

day basis the individuals are more

day basis the individuals are more important than anything and that it is

important than anything and that it is

important than anything and that it is the job of the company to support the

the job of the company to support the

the job of the company to support the individuals if you have a situation

individuals if you have a situation

individuals if you have a situation where somebody has to argue in order to

where somebody has to argue in order to

where somebody has to argue in order to get the support they need to do their

get the support they need to do their

get the support they need to do their job there’s no way that you’re going to

job there’s no way that you’re going to

job there’s no way that you’re going to have any agility

the constant pace issues have to do with

the constant pace issues have to do with the way again most corporations work

the way again most corporations work

the way again most corporations work deadlines milestones all of this stuff

deadlines milestones all of this stuff

deadlines milestones all of this stuff what this is a way to manipulate people

what this is a way to manipulate people

what this is a way to manipulate people into working overtime company meals

into working overtime company meals

into working overtime company meals high-quality cafeterias inside the

high-quality cafeterias inside the

high-quality cafeterias inside the building that’s all manipulation that’s

building that’s all manipulation that’s

building that’s all manipulation that’s all ways to get you to work overtime

all ways to get you to work overtime

all ways to get you to work overtime agile companies will not do that because

agile companies will not do that because

agile companies will not do that because they know that tired people can’t do

they know that tired people can’t do

they know that tired people can’t do good work you have to be able to come in

good work you have to be able to come in

good work you have to be able to come in every day rested and ready to go and if

every day rested and ready to go and if

every day rested and ready to go and if you can’t do that you can’t be agile the

you can’t do that you can’t be agile the

you can’t do that you can’t be agile the team’s themselves have to organize

team’s themselves have to organize

team’s themselves have to organize themselves right I did a class yesterday

themselves right I did a class yesterday

themselves right I did a class yesterday the end of the class we did an exercise

the end of the class we did an exercise

the end of the class we did an exercise I said we’re going to go on a break when

I said we’re going to go on a break when

I said we’re going to go on a break when I get back I want you guys broken into

I get back I want you guys broken into

I get back I want you guys broken into broken up into four groups of five or

broken up into four groups of five or

broken up into four groups of five or six I want you to pick a project that

six I want you to pick a project that

six I want you to pick a project that you’re going to work on and then I left

you’re going to work on and then I left

you’re going to work on and then I left them alone and I came back and they did

them alone and I came back and they did

them alone and I came back and they did it well the organization has to work

it well the organization has to work

it well the organization has to work that way you don’t assign people to

that way you don’t assign people to

that way you don’t assign people to teams you don’t break up teams teams

teams you don’t break up teams teams

teams you don’t break up teams teams form they do the job and then maybe they

form they do the job and then maybe they

form they do the job and then maybe they reform but usually not they usually stay

reform but usually not they usually stay

reform but usually not they usually stay together as a team and that’s best but

together as a team and that’s best but

together as a team and that’s best but it’s up to the teams to make those

it’s up to the teams to make those

it’s up to the teams to make those decisions not some sort of some sort of

decisions not some sort of some sort of

decisions not some sort of some sort of management layer so I’m going to finish

management layer so I’m going to finish

management layer so I’m going to finish this by thinking about Charles Darwin is

this by thinking about Charles Darwin is

this by thinking about Charles Darwin is that agile is by far the most effective

that agile is by far the most effective

that agile is by far the most effective way to develop software and the

way to develop software and the

way to develop software and the companies that do things in an agile way

companies that do things in an agile way

companies that do things in an agile way are going to have a huge evolutionary

are going to have a huge evolutionary

are going to have a huge evolutionary competitive advantage over the companies

competitive advantage over the companies

competitive advantage over the companies that don’t those big corporations that I

that don’t those big corporations that I

that don’t those big corporations that I was just talking about they’re the Dodos

was just talking about they’re the Dodos

was just talking about they’re the Dodos is that they’ll keep doing what they’re

is that they’ll keep doing what they’re

is that they’ll keep doing what they’re doing but their competitors who are

doing but their competitors who are

doing but their competitors who are working in an agile way are not limited

working in an agile way are not limited

working in an agile way are not limited in the same way that the corporation’s

in the same way that the corporation’s

in the same way that the corporation’s are limiting themselves so they’re going

are limiting themselves so they’re going

are limiting themselves so they’re going to just wither away maybe there should

to just wither away maybe there should

to just wither away maybe there should be a picture of Marx instead of a

be a picture of Marx instead of a

be a picture of Marx instead of a picture of Darwin but the point in other

picture of Darwin but the point in other

picture of Darwin but the point in other words the point that I’m making is that

words the point that I’m making is that

words the point that I’m making is that eventually evolution will help us here

eventually evolution will help us here

eventually evolution will help us here eventually the companies that can’t do

eventually the companies that can’t do

eventually the companies that can’t do things in an agile way will cease to

things in an agile way will cease to

things in an agile way will cease to exist but most companies don’t have that

exist but most companies don’t have that

exist but most companies don’t have that as a goal it’s not part of their their

as a goal it’s not part of their their

as a goal it’s not part of their their corporate mission statement that they

corporate mission statement that they

corporate mission statement that they will cease to exist in five or ten years

will cease to exist in five or ten years

will cease to exist in five or ten years because the competitor can move faster

because the competitor can move faster

because the competitor can move faster so really when it comes to Jill

so really when it comes to Jill

so really when it comes to Jill we have no choice we have to embrace

we have no choice we have to embrace

we have no choice we have to embrace change and just do it so that’s that’s

change and just do it so that’s that’s

change and just do it so that’s that’s what I have to say