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#NoProjects Teams Over Projects
Allan Kelly [email protected] h:p://www.so?warestrategy.co.uk Twi:er: @allankelly.net
Agile on the Beach September 2015
#BeyondProjects
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Allan Kelly…
Chapters in… Business Analysis and Leadership, Pullan & Archer 2013 97 Things Every Programmer Should Know, Henney, 2010 Context EncapsulaAon in PaBern Languages of Program Design, vol #5, 2006
Ø ConsulRng on so?ware development & strategy
Ø Training for Agile Author – Xanpan: Team Centric Agile So?ware Development
h:ps://leanpub.com/xanpan (2014-‐2015) – Business Pa1erns for So4ware Developers (2012) – Changing So?ware Development: Learning to be Agile
(2008)
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The problem with projects….
… and I don’t mean this in a small way
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Project Model AssumpRons
1. You know what you want • And have perfect foresight
2. Value is knowable • And is known before start
3. There is no value in flexibility i.e. OpRons are valueless
These assumptions do not hold in software
development
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Conflict and…. Goal displacement – Chasing date over benefit – Chasing Rme over benefit – Chasing cost over benefit – Chasing features over benefit
The Project model leads to…
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End Dates damage quality
Short term thinking leads to… Corner cueng Known & unfixed bugs Residual technical debt Knowledge lost
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BIG
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Projects are big batch of work
• Project model is opRmized for big • Used on small pieces of work it inefficient • Projects push big decisions up…
to big men with big cheque books
top-‐down authority
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So?ware development…
• Does NOT have economies of Scale • Development has DISECONOMIES of scale
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Milk is cheapest in BIG cartons
So4ware is cheapest in lots of small cartons
And small cartons of so?ware reduce risk
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Consider a large project Against several small
projects
Project A: Risk = 30% Value at risk = £1m Therefore risk weighted value = £300,000
Prj B: Risk = 15% Value @ risk = £½m
Therefore … = £75,000
Prj C: Risk = 15% Value @risk = £½m
Therefore … = £75,000
E: Risk = 6% @risk = £200k
Therefore = £12k F: Risk = 6% @risk = £200k
Therefore = £12k
G: Risk = 6% @risk = £200k
Therefore = £12k H: Risk = 6% @risk = £200k
Therefore = £12k I: Risk = 6%
@risk = £200k Therefore = £12k
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So?ware isn’t temporary
Projects are temporary
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A project is….
Project Management InsRtute -‐ h:p://pm4id.org/1/2/
"PMI defines a project by its two key characterisRcs: • it is temporary and • undertaken to create a product, service, or
result that is unique."
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A Project is…
“A temporary organizaCon that is needed to produce a unique and predefined outcome or
result at a pre-‐specified Rme using predetermined resources.”
PRINCE2 definiRon of project
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Successful so?ware doesn’t stop
Successful so?ware conRnues to change Only dead so?ware has an end-‐date
Projects end
Successful so
?ware
doesn’t
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Successful so?ware?
Moodle Weekly downloads: 23,239 Last update: 3 days (16 Jan)
Web Torrent Weekly downloads: 0 Last update: 17 April 2013 (9mths)
PerlLORD Weekly downloads: 0 Last update: 25 Feb 2013 (11mths)
1) If they use it, it will change
2) Only Dead So?ware Stops changing
Data from SourceForge search for “WebBrowser” 19 Jan 2014
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Temporary organizaRons
The most destrucRve idea known to so?ware development
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Temporary OrganizaRon?
• Storming • Norming • Forming • Performing • Destroying
} Takes Rme & money!
Why destroy performing teams? Why spend that money? Why loose knowledge?
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Temporary organizaRons
Disbanding teams destroys – Knowledge – Capability – Performance
The most destrucRve idea known to so?ware development
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Corporate Psychopathy Process by which corporaRons disband performing teams and
release staff
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A Match Made in Hell
So?ware Development
Project Management
So?ware is forever Projects are TEMPORARY
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So…
• Organize to do lots of small • OpRmize for small batch size • Organize around that which is stable • Plan for conRnuity
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ConRnuous is not Temporary
ConRnuous flow ConRnuous improvement ConRnuous delivery ConRnuous benefit
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Waterfall 2.0
Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (h:p://flickr.com/photos/22195940@N00) CreaRve Commons License
ConRnuous Flow
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ConRnuous flow
• Work in the small • Get good at doing small things – Deliver small increments of value – And evaluate results
• Go fast • Value seeking • Repeat, don’t stop
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Base work around stable teams
Teams Over Projects
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Agile Manifesto
Teams over projects
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Stable teams…
• Keep teams together • Flow work to the teams • Work in the small • Work conRnually • Demonstrate value
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Bring the work to the team
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Organize by business stream & team
• Aim for stable teams & conRnuity • Close to business • Manage queues within capacity
Stream #1 Dev Team
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Team is a Whole
• Testers are first class team members – Embedded with team (always)
• Product Owners / Managers / BA are team members too
Dev Team – Coders,
Testers, etc. … Requirements
go In Working So?ware
comes out
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MVT -‐ Minimally Viable Team
Start with the smallest team possible
2 Beware Conway’s Law Start small & grow organically as needed
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Teams – Ameba!
• Start small – 1, prototype or research – 2, get going: Engineer & BA
• Grow • Split • Focus team – 1 product/area
• Contains all skills
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VerRcal teams
• Staff with all needed skills – Coders – Testers – Product Analysts – Managers
• Authority – To do what is needed
• Responsible for delivery
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Horizontal Teams
Business Logic
Database
Test
User Interface
Business Analysis
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VerRcal Teams
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Team & DuraRon
Prefer – Short and Fast
Over – Long and Thin
• Faster Rme to market • Higher Rate On Investment • Less resource contenRon • Requires clear prioriRzaRon & project closure
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Beyond Projects It ain’t ever over BAU is not a dirty work
allan kelly [email protected] www.so?warestrategy.co.uk Twi:er: @allankellynet