Date post: | 09-Sep-2014 |
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why agile?
Tathagat Varma
Sr. Director
Yahoo!
the world around us…yesterday!
Microsoft Windows timeline
https://en.wikipedia.org/wiki/Timeline_of_Microsoft_Windows
Other major OS and tools timeline
https://en.wikipedia.org/wiki/Solaris_(operating_system) https://en.wikipedia.org/wiki/Bugzilla
A typical support timeline
http://itconvergence.blogspot.in/2012/10/oow-12-elison-extradata-oracle-r122.html
As a contrast, what are consumer internet companies doing?
Continuous Integration -> Continuous Delivery -> Continuous Deployment
On ‘good days’, Flickr releases a new version every half an hour (Jun 20, 2005)
IMVU pushes a revision of code to the website every nine minutes (Feb 10, 2009)
The other day we passed product release number 25,000 for WordPress. That means we’ve averaged about 16 product releases a day, every day for the last four and a half years! (May 19, 2010)
A new version of Google Chrome now due every six weeks (Jul 22, 2010)
Facebook does code push twice a day (Aug 4, 2012)
adoption @ net speed!!!
https://lh4.googleusercontent.com/-SQ1ugOgu8Ds/TimaHjH0VpI/AAAAAAAAApU/za0BhEjhoio/w402/google%2Bplus%2Bgrowth%2B20mil.png http://thesamerowdycrowd.wordpress.com/2011/12/26/a-moment-of-our-time/
darwin at work on internet
http://www.flickr.com/photos/stabilo-boss/93136022/sizes/o/in/photostream/
2006 2009
http://rossdawsonblog.com/weblog/archives/2009/05/rapid_turnover.html
yet, our product development sucks!
http://blog.amplifiedanalytics.com/2011/07/musing-on-difference-between-successful-product-innovation/ http://www.nickblack.org/2009/10/how-brand-trust-affects-new-products.html
Let’s understand the ‘craft’ first…
Sheer joy of making things
Pleasure of things that are useful to other people
Fascination of fashioning complex puzzle-like objects of interlocking moving parts and watching them work in subtle cycles
Joys of always learning, which sprints from the non-repeating nature of the task
Delight of working in such a tractable medium
The Mythical Man Month – Fred Brooks, 1975
software development life cycles
Ad-hoc
Serial
Iterative
Incremental
Iterative/Incremental
risk management in SDLCs
notion of ‘progress’ vs. time
Waterfall Model
Wrongly inspired by assembly-line manufacturing processes of the day
Economics supported “measure twice, cut once” leading to up-front planning and BDUF
Single-pass, sequential process with hand-offs and feedback loops between adjoining phases
Transition to next phase only upon completion of current phase
Waterfall Software Development
Picture from http://damonpoole.blogspot.in/2009/07/traditional-development-game-of.html
Limitations and Assumptions
1. Wrong analogy: Software development ≠ Production 2. Customers know EVERYTHING upfront and that requirement won’t change3. Legacy from the past: implicitly assumes CPU time is costly, so focuses on
doing everything upfront to minimize ‘machine time’ for trial and error4. “Wicked Problem”: Designers and developers know how exactly how to
build5. Very long feedback cycles not suitable for today’s pace of innovation
As a result, software is…
Late
Buggy
Costly
and the costs…?
http://leadinganswers.typepad.com/leading_answers/estimating/http://www.agileforall.com/dyk/
Holy Grail of Software Development
Better: higher quality, more reliability, higher performance, more usable…
Faster: speedier development
Cheaper: no budget overruns
But the reality?
Preamble to Agile Movement
Software Crisis, 1965-85: The major cause of the software crisis is that the machines have become several orders of magnitude more powerful! To put it quite bluntly: as long as there were no machines, programming was no problem at all; when we had a few weak computers, programming became a mild problem, and now we have gigantic computers, programming has become an equally gigantic problem. — Edsger Dijkstra, The Humble Programmer
Software Crisis
The causes of the software crisis were linked to the overall complexity of hardware and the software development process. The crisis manifested itself in several ways:
Projects running over-budget. Projects running over-time. Software was very inefficient. Software was of low quality. Software often did not meet requirements. Projects were unmanageable and code difficult to
maintain. Software was never delivered.
and the response?
Frameworks, Standards and Certifications
…and the result?…good start…
…but poor finish!
and sadly, none of these came out of ‘process
factories’…
1975-2000•2000: Baidu•1997: Yandex•1994: Yahoo!, Amazon, NetScape,
•1986: Pixar•1984: Sybase•1983: Intuit, Borland, •1982: Sun, Symantec, Adobe, EA
•1980: Informix•1979: EMC•1977: Oracle•1976: CA, Apple•1975: Microsoft
2000-2010• 2010: Pinterest, SnapDeal, • 2009: Square, Quora, Sina Weibo• 2008: Groupon, AirBnB, GoGo• 2007: Dropbox, Zynga, Flipkart,
InMobi, Hulu, Tumblr, • 2006: Twitter, SlideShare, Badoo
Spotify• 2005: YouTube, Renren• 2004: Facebook• 2003: Myspace, Skype, Rovio,
Gameforge, • 2002: LinkedIn• 2001: StumbleUpon, Mail.ru
2011 -• Instagram
Why?
Process: Long-lead development process ineffective in a dynamic and global world
Management: Command and control model unsuitable for fostering collaboration required to solve complex problems
Technology: Advancements in computers, compiler technology and debugging and testing tools greatly improved the economics of software development
Innovation: in the age of hyper-innovation, old processes were simply ineffective
What is the most important part in these two machines?
“The Brakes!!!”
They let you go faster…
Agility vs. Discipline?
http://www.ibm.com/developerworks/rational/library/edge/08/feb08/lines_barnes_holmes_ambler/
Advent of Agile and Lean Methodologies
1970: Royce critiques Waterfall and offers improvement ideas 1986: Barry Boehm proposes Spiral Model 1971: Harlan Mills proposes Incremental Development 1987: Cleanroom Software engineering 1991: Sashimi Overlapping Waterfall Model 1992: Crystal family of methodologies 1994: DSDM 1995: Scrum 1996: Rational Unified Process framework 1997: Feature Driven Development 1999: Extreme Programming Explained 2001: Agile Manifesto is born 2003: Lean Software Development 2005: PM Declaration of Interdependence 2007: Kanban-based software engineering 2008: Lean Startup 2009: Scrumban 20xx: Something new !?! (hopefully!)
What is agile really all about?
Agile Businesse
s
Self-organizin
g x-functional
Teams
Motivated Individuals
• Higher ROI• Faster time to market• Better User Experience
• Shorter feedback cycle • Manage changing
priorities• Increased productivity
• Empowered individuals• Collaboration • Democratic decision-
making and transparency
Why is it so hard?
52%Organizational
Culture
39%
Resistance to Change
34%
Management Support
feedback loop in agile lifecycles
from daily builds to project
Scrum
What’s happening here?
http://ayagebeely.blogspot.in/2008_08_01_archive.html
Feedback Loops in Traditional Techniques vs.
Agile Techniques
Agile Development Value Proposition
http://www.versionone.com/Agile101/Agile_Benefits.asp
Does Agile work?
http://www.bigvisible.com/2009/12/taking-agile-beyond-faster/http://www.testingthefuture.net/page/2/
does iterating help?
http://viniciusvacanti.com/2011/12/12/when-do-you-throw-in-the-towel-on-your-struggling-project/
are small teams more productive?
http://drewcrawfordapps.com/2.0/the-agility-of-small-teams/
does colocation impact team performance?
http://sloanreview.mit.edu/the-magazine/2009-summer/50412/how-to-manage-virtual-teams/
is small batch size faster?
http://www.andrejkoelewijn.com/wp/2011/06/30/is-team-productivity-a-responsibility-of-the-product-owner/
Let’s build a car
…and I need it delivered…next week!
www.wikispeed.com
The Wikispeed Process
At WIKISPEED, some of our projects move more than 10,000% faster than industry norms because of our blend of Agile, Lean, Scrum, and Extreme Programming/Manufacturing practices.
Team WIKISPEED uses methods developed by the fastest-moving software companies. In fact, in many ways we have more in common with Google or Twitter than with GM or Toyota.
Manufacturing and old-thought software teams gather requirements, design the solution, build the solution, test the solution, then deliver the solution. In existing automotive companies, the design portion of that process alone takes 3 to 12 years, and then the vehicle design is built for 5 to 14 years. This means it is possible to buy a brand new car from a dealer and that car represents the engineering team's understanding of what the customer might have wanted 26 years ago!
Team WIKISPEED follows the model of Agile software teams, compressing the entire development cycle into one-week "sprints." We iterate the entire car every 7 days, meaning that every 7 days we reevaluate each part of the car and reinvent the highest-priority aspects, instead of waiting 8 to 26 years to upgrade.
Wikispeed uses…
Lean Software Design: Use less stuff
XP: Pairing and Swarming
Agile: Reducing costs to make changes
Scrum: Clearly defined team roles and responsibilities
TDD: start with failing tests and develop solutions
OOP: contract-first development
Recap
agile ≠ Faster, but Sooner
agile ≠ No planning, but Adaptive Planning
agile ≠ More work, but ‘Done’
agile ≠ No documentation, but Just Enough
agile doesn’t just change the development process, but bring a radical change in organizational culture, leadership and management practices that is more in line with business needs and social values and norms of today
It’s not about the method!
A photographer went to a socialite party in New York. As he entered the front door, the host said ‘I love your pictures – they’re wonderful; you must have a fantastic camera.’
He said nothing until dinner was finished, then: ‘That was a wonderful dinner; you must have a terrific stove.’
– Sam Haskins
http://www.haskins.com/ImageShop/Image_Shop_60s/60s_Books_A.Image_01.html
Connect
Blog: http://managewell.net
Twitter: http://twitter.com/TathagatVarma
Presentations: http://slideshare.net/managewell