If you can make it, do come along to this great 1 day conference to have some fun, share some thoughts and ideas and meet some interesting people 🙂 Here’s the blurb for our talk first thing (9am) in the morning:
These are not the practices you are looking for
Is your time to market quick enough for your business to respond?
Is your Programme and Project Management smoothly joined up with your agile teams?
Does everyone understand how their work contributes to business value?
Do you know what end-to-end scenarios will be delivered in the next programme release?
Come to this talk to hear how these common problems are easily solved, even in highly complex system-of-systems organizations by using the freely available “Holistic Software Development” (HSD) framework which aligns agile philosophy throughout the enterprise, at-scale engineering, architecture, strategy, portfolio and programme management. Using a novel but lightweight end-to-end scope level requirement type we iteratively drive the development of well understood Releases and customer feedback loops.
Combined with layered iterative or continuous integration and clearly understood progressive Definitions of Done we can simplify the complex resulting in a perfect join up between customers, requirements, planning, delivery teams and governance. HSD is the glue that plugs together your existing agile team practices (e.g. Scrum) with PPM practices (e.g. Prince2) and business strategy providing people focussed, lightweight guidance firmly based in evidence, experience and excellence.
And here’s the learning outcomes we’re aiming at:
- Understanding how to de-conflict agile and enterprise portfolio and programme management
- How to unify agile teams, governance, customers and executives in a simple model
- The “H-Model” of software development
- How to join up different schools of thought/processes into a cohesive way of working
- How a strong approach to understanding business value enables effective software businesses
You may detect a slight Yoda-like grammar to the title… Come or come not, there is no spoiler.
The heart of agile software development is feedback loops. Doing a bit of software, looking at it, at how we did it and then improving things as we do another bit of software. The “things” that can be improved can be quality, scope, usability, performance etc. etc. Perhaps most importantly, relationships and ways of working can also be improved.
This rapid feedback cycle ensures that product development is aligned to customer needs, that progress against guestimates is understood (so that plans can be refined) and that teams which include customers find problems early, and so can fix them, as quickly as possible. It’s a quicker, better, cheaper and happier way of working.
What about that needs to scale? Empirical feedback is just fine at any scale. Across 100s of teams or teams-of-teams and entire organisations short term feedback cycles work perfectly well.
The problem – Portfolio Management?
The problem is that there’s other stuff that goes on too. Product Development in big or complex organisations is part of an investment portfolio and costs a lot of money. So people want to track it and check that work that they’re paying for is delivering, and is aligned to strategy.
The answer… short feedback cycles. Feedback cycles let you measure what you’re spending and you can go and have a look at the output to check it’s delivering business value.
The problem – Programmes?
Sometimes software solutions aren’t simple products or mashups. Sometimes they’re big/complex combinations of things developed internally, externally or collaboratively with partners. In these cases we sometimes need to align teams towards common scope and architecture so that products can work together to deliver business value. Collections of Projects working together = Programmes.
The answer… short feedback cycles. Feedback cycles at product level work as described above. At Product Family level contributing product releases can be brought together to form a Product Family Release – as often as possible to get feedback working. (Hint: 10 weeks is too long, especially if integration fails because 20 is definitely too long). Continuous, event-driven integration streams enable flexible and recursive short feedback cycles.
The problem – Support Costs?
If teams are chasing the latest shiny technology all the time then a large organisation can quickly end up in a support hell of mixed platforms, technologies, middlewares, deployment stacks, licensing and support costs. Needing to recruit specialists in everything and duplicating operational environments.
This one can be partly solved by moving the external complexity to external clouds (where the diversity is embraced and normal) and also by (lightweight!) Enterprise Architecture. Lightweight Enterprise Architecture makes technology choices for the organisation (for it’s mainstream development, it shouldn’t constrain research & innovation) to prevent this fragmentation in the first place.
This can also be partly solved by getting IT Operations stakeholders involved early and often as part of the holistic team (DevOps) along with the other stakeholder sets.
Of course it needs checking to make sure it’s still a good idea and that it’s aligned to strategy. Probably should do that frequently and empirically… short feedback cycles.
Don’t scale the practices, just be agile!
Often proponents of “Agile at scale” or “scaled Agile” will talk about scaling Scrum (or similar). Using practices that work really well at team iteration level to run a business strategy, or a team of teams of teams (at programme level). In my experience that’s not a great idea, just because you’ve got a hammer doesn’t mean every problem in an organisation is a nail.
Staged daily standups or scrum-of-scrums are just painful to behold. Execs don’t want a strategy backlog, nor do organisations want architecture to emerge with no regard for support costs, recruitment or cross-project dependencies.
If I was invited to a 2 day planning session I’d probably walk out of the door never to return. I’d rather watch animated musicals on repeat.
We don’t need to scale agile, we just need to be agile… with a little “a”. Short feedback cycles, a focus on people and relationships with tight customer collaboration. Open, transparent and empirical collaboration between people – that’s the right approach. One that work at every level of an organisation.
How do we join up business strategy to agile development? Is program management relevant? Where do project managers fit in? What about architecture?
Holistic Software Engineering (HSE) answers all of these questions – for free.
Agile and continuous flow are great for small teams or a small number of inter-related small teams working on exploratory or maintenance work. But what if we’re spending 100s of millions on an IT strategy of inter-related products that need to work together to deliver business value. What is business value anyway?
To answer these questions (and more) my friend Steve Handy and I have distilled our collective 30+ years of software experience in a single, cohesive model of software development. We’ve developed the H model that moves on from the v-model and it’s siblings by combining:
- Business strategy
- People and team issues
- Iterative and feedback loops
- Lightweight requirements and architecture
- Lean portfolio and program management
- Agile and continuous product delivery
- A focus on integration, quality and business value
…all elegantly combined and de-conflicted by release planning.
We’ve not invented very much, we’ve simply put a lot of good ideas from others together into a cohesive framework. We’ve drawn it all as a big picture and developed a website that shows how to get value from all of this stuff. Everything is clickable, everything has content.
The best bit: it’s free! There’s no paywall, there’s no private “full” version, you can just use it or not as you like.
We don’t believe in process zealotry, or putting academic concerns above clarity and usefulness. HSE is indicative, not prescriptive. You’re already doing it and if you use the big picture to draw red blobs on the bits that aren’t working well, or missing, in your organisation then you can use the model to make tangible improvements – immediately.
Using HSE doesn’t replace any of your existing processes, it provides the glue that joins them all up together in one simple, elegant and cohesive model.
And if it’s too big, we’ve got a small picture, which is essentially “normal” agile development.
Please share HSE with your friends and colleagues.
I was reading some course material recently that was trying to teach people something to do with software development and it was using the same old tired “ATM machine” example. I’ve worked with hundreds of projects, many in the finance sector and none of them are anything like an ATM machine. One of the reasons that example is soooo tired is that it’s describing commoditised software development, it’s something I’d expect to buy off a shelf or go to a specialised vendor for. It’s not something I’d put my team of uber |33t haxorz on.
Developing software products is a balance between a creative and scientific pursuit, so it’s a little hard to describe, especially when that software can range from a tiny smartphone app, to a website, to router firmware, to an enterprise hr system (urgh!), to a big data processing system of systems etc. You get the gist.
The things these types of system have in common with each other is how different they are. And yet the traditional approach to managing these diverse kinds of work has been classical project management with a one size fits all process (I’m looking at Prince2, RUP, Iterative, Agile etc.) or worse hiring a large company full of body-shop project managers. For me this is one of the root causes behind large scale IT disasters.
I once had a discussion with the leader of a PMO in a large organisation of thousands of people about the nature of Project Management for software and he assured me that “someone who knows how to manage a bit of work can manage software, it’s just a different type of work” and indeed I should “stop thinking of software as special”. I’ve seen this attitude resonate in many organisations and is to me best summed up by the same Head of PMOs statement “from a project management point of view building software is the same as building a bridge”.
Now then. I know a little about software development, but not that much about bridge building (if you exclude my illustrious Lego engineer career when I was 7). If I managed the building of a bridge next door to one build by someone with a track record of bridge building who’s bridge would you drive your family on? Not mine if you’ve got any sense.
There are so many problems in the software development industry caused by people not understanding it and applying bad metaphors. When people who do understand it start to get the point across (e.g. the early agile movement) they often get misunderstood by the old guard who dress up their normal ways of working in new language.
Many of our “best” metaphors come from manufacturing lines where the same thing is made over and over again. That’s nothing like software.
To me a software project is more similar to making a movie than anything else:
- It’s a unique one off product (or a remake of a previous version) with new parts working together in new ways
- Once made we’ll often duplicate and digitally distribute
- It can cost a lot of money because it can be very complex and needs lots of specialist skills
- You need a high level plan for how you’re going to make it
- There’s no guarantee on return
- What’s written down originally bares little resemblance to the finished product
- We know when it’s good or bad but it’s hard to objectively quantify
- There’s lots of different types that need different collections of specialist skills
- Both involve people and time and so are subject to change, they have to be adaptive
- You can tell when the people making it had fun
- It’s not feasible that any team member can fit in any role
- There’s almost always going to be some quality problems
- You wouldn’t get a movie maker to build your bridge
- You wouldn’t get a bridge builder to make your movie
- You don’t make a movie faster by telling the actors to act faster
So, I don’t want a Project Managers that know how to work a gannt chart. I want movie producers that know how to work with a team holistically to get the best out of them both technically and artistically.
I’ve not been blogging much this year because I’ve been crazy busy writing software (more on that soon I hope). As you might expect I’ve changed my ways of working more often than process improvement consultants change the name of the process they’re selling but one key thing always seems to drop out whether I’m working on my own, with a team, a team of teams or a globally distributed team.
Do the top thing on the list, whatever it is.
Don’t do anything else until it’s done.
Too often I fall into the trap of doing the most interesting thing from the list, which normally means the most complex. And far too often I get carried away with the next interesting thing before finishing something. Both of these lead me to have far too many things in various states of progress all interfering with each other and me with no idea of how well I’m doing. And that’s assuming I actually know what “finished” means.