Deming, Agile and SAFe

W._Edwards_Deming
W Edwards Deming

This week was a big week in my quest for lifelong learning – one in which the learning should prove beneficial to my furtherance of agile values and principles; a week that I think I will think of a the week of Deming since I completed my reading of two of Deming’s books – Out of the Crisis and The Essential Deming – and I also completed my Scaling Agile Framework (SAFe) training in which I saw Deming’s face and quotes about a half a dozen times. SAFe itself can be thought of more of a homage to Deming’s work with systems than a software development framework or, perhaps more accurately, Deming’s systems thinking as it applies to software development.

While I will shortly take the SAFe examination test, I am certain that my recent completion of two of Deming’s books will serve me well when I take the exam. In fact, I am inclined to wonder if a healthy knowledge of Deming and deep knowledge of Agile and Scrum may be, while not enough to pass with flying colors, at least enough to merit a passing score. If for nothing else, there is a big value to SAFe training in that it will expose a huge number of people to Deming than might otherwise not find him, though in all candor I cannot imagine that anyone truly interested in creating high quality software would not find Deming on their on quest for knowledge and improvement. I find it somewhat sad the number of people in management who I have personally had to introduce Deming to over the years. Then again, if the folks I help become agile had prior knowledge of Deming would they have a need for me?

The Night Sky and the Tea Koan

As a coach, there are a number of stories that I usually talk about to my new teams to help them understand what my job is all about.

One I like to use with teams that think they already know agile is one I call “the night sky” which I based on my own personal experience. It goes something like this; when I was a kid growing up in the suburbs, I frequently played games outside with my friends at night. Sometimes we would look up at the sky and try to identify those constellations we knew. Most often we found the big and little dipper, but our limited knowledge (and limited view) allowed for little else. Nevertheless, to me this was the night sky.

Continue reading “The Night Sky and the Tea Koan”

Philosophy Versus Practice

When trying to get waterfall teams and organizations to move to a more Agile development methodology there are two training strategies – philosophy and practice.

The philosophical approach relies on teaching the history of software development and the philosophy behind Agile – the manifesto and principles. This approach assumes that as long as one is equipped with the proper overriding principles then one will be able to make the correct decisions as challenges occur.

The practice strategy relies heavily on training the ceremonies, especially scrum ceremonies like standups, retrospectives, reviews, etc. This approach assumes that if you do the rights things that overtime the reasons for the practices will become apparent.

Continue reading “Philosophy Versus Practice”

Agile = Antifragile?

I am currently reading the book Antifragile: Things that Gain From Disorder by Nassim Nicholas Taleb. I loved two of his other books, The Black Swan: The Impact of the Highly Improbable and Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets so I thought that I would give this one a go.

His central thesis is that there are systems that are not only robust, able to withstand randomness and chaos, but there are those that actually thrive on such events. He calls these “antifragile” as opposed to fragile systems.

Continue reading “Agile = Antifragile?”

Drive: The Surprising Truth About What Motivates Us and Why Agile Works

In Daniel Pink’s bestseller Drive: The Surprising Truth About What Motivates Us, the author persuasively argues that what motivates people in the knowledge economy (of which software development is squarely seated) “is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. ”

People are no longer motivated by the carrot and stick approach of past Tayloristic, manufacturing, assembly line business. What motivates new workers, and what has been supported by a wide range of scientific studies, can be summarized by the acronym AMP which stands for Autonomy, Mastery and Purpose.

As an Agilist, I am always curious why in one company an Agile implementation succeeds and in another it does not. While there are many reasons for Agile implementations to fail, one thing that many have in common is that they fail to take into account the three factors Pink describes in his book.

Continue reading “Drive: The Surprising Truth About What Motivates Us and Why Agile Works”

The Fourth Agile Principle

“Business people and developers must work together daily throughout the project.”

I was in a backlog grooming meeting this morning when I was given reason to reflect on this, the fourth, Agile principle. The reason was that the team I was working with was struggling/arguing about the proper wording of a story. To a few on the team the absolutely precise wording of the story was of paramount importance. While I am a big fan of precision, the vehemence of the need to be precise was a bad smell. It took me some time to realize where the stridency came from.

Continue reading “The Fourth Agile Principle”