red beads: a new tool for managing software projects

BT1 Concurrent Session 11/8/2012 10:15 AM

"Red Beads: A New Tool for Managing Software

Projects"

Presented by:

Howard Deiner Deinersoft, Inc.

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Howard Deiner Deinersoft, Inc.

Howard Deiner is an independent software consultant who specializes in agile process and practices. He has a varied background spanning thirty-seven years in the industry, with extensive domain knowledge in commercial software, aerospace, and financial services. Howard has played many roles in the development arena including developer, analyst, team lead, architect, and project manager. He has dabbled in the executive office and wears the battle scars of the DotCom revolution proudly. A long standing member of the ACM and IEEE, Howard has educated, mentored, and coached dozens of teams, making agile principles come to life in many settings.

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Red Beads: A New Tool forManaging Software Projects

NOVEMBER 8, 2012 ORLANDO, FL ROSEN SHINGLE CREEK

What We Want toAccomplish Today

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We want to explore ways to lead teams to producesoftware better, faster, and cheaper.

We’re going to relive a demonstration that WilliamEdwards Deming developed to help demonstrate to

managers the ways that management has to change tomake them into the leaders needed by an organization

to produce goods and services efficiently.

We’re going to review Deming’s insights of “The 14Obligations of Management” and put them into

perspective what the Agile software developmentmindset says about these matters.

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Hi! I’m Howard Deiner, President, CEO, Chef, and ChiefBottle Washer for the White Widgets Company.

We build and deliver precision white widgets to thetelecom industry – our products are used on LTE

towers everywhere.

We work on fixed price contracts and if we can’tdeliver quality product, our customers will go oversees

for parts, and we’ll be done for.

But, we’re are a fair company. Do your job and youwill be dealt with fairly.

And today’s you’re luck day - we’re hiring!

The Openings

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Ready to Sign Up?

5

Job QualificationsChief Inspector Can compare figures.

Proven ability to speak in a loud voice.

Inspector Capable of counting to 50.Ability to write neatly.

Recorder Ability to write very neatly.

General ManagerAbility to look imposing.Can give orders.Can take orders.

Product ProductionSpecialists

Willing to obey orders without question orargument.

How We Work Here

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Meet Your White Widget Maker

Note: This Picture Shows What To Avoid – WeNeed Widgets Without Red Defects!

And, to makethings easy, wehave a simple

process to follow…

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The White Widget Company

All information contained herein is, and remains the property of the White Widget Company. The intellectual and technical concepts contained herein areproprietary to the White Widget Company and may be covered by U.S. and Foreign Patents, patents in process, and are protected by trade secret or copyright law.Dissemination of this information or reproduction of this material is strictly forbidden unless prior written permission is obtained from the White Widget Company.

Process ID:

WW-BDUF5004.28.BProcess Name:

White Widget ProductionRevision Number:

002.05.CLatest Revision Date:

02/29/1998Author:

Jeffrey LebowskiApproved By:

Walter SobchakApproval Date:

04/01/1998

WW-BDUF5004.28.B White Widget Production

002.05.C

1. Product Production Specialists will report to the widget production area and line up in aqueue. Each Product Production Specialist will, in turn:

2. Ensure that the production paddle holes are empty of all beads.3. Ensure that the production bead box is open and pointed such that sisal attachment

area is facing Product Production Specialist.4. Grasp the production paddle by its handle in their right hand.5. Ensure that the production paddle has it’s holes orientated facing upwards.6. Slide the production paddle down into the production bead box beads until paddle is

covered with beads.7. Tilt the production paddle at a 47 degree angle and slowly withdraw, carefully

monitoring to ensure that one bead is in each hole, releasing excess beads at anaggregate rate of 2 beads per second.

8. Present the production paddle to Quality Control to follow process WW-BDUF5042.13.Efor monitoring quality and updating production status.

9. Empty the beads from the production paddle back into production bead box container.10. Return to the end of the production queue.

Ensuring Quality

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Quality is Job One.So, we have a

simple process forthat as well!



Process ID:




09/31/1999Author:

Tyler DurdenApproved By:

Marla SingerApproval Date:

10/15/1999

WW-BDUF5004.28.B White Widget Production

002.05.C

1. The production paddle from process WW-BDUF5004.28.B is presented to twoinspectors.

2. Each inspector shall separately count white beads and red beads on the productionpaddle.

3. Said counts are to be recorded on official form WW-BDUF5098.87.A.4. When each inspector has completed their findings, they shall bring their Production

Result Monitoring forms to the Chief Inspector, who shall compare the results, pass onthe findings to the Recorder with a loud shouting of the number of white and redbeads, followed by DISMISSED!

5. The recorder shall record the findings from the prior step on WW-BDUF5088.12.F forfurther processing.

6. The Chief Inspector shall carefully stack the WW-BDUF5098.87.A in the temporal orderreceived should further investigation become necessary related to Sarbanes Oxleyregulations, as described in 15 U.S.C. § 7241.

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Process ID:




12/07/1941Author:

Rick BlaineApproved By:

Ilsa LundApproval Date:

07/20/1942

WW-BDUF5098.87.A White Widget Production Results Monitoring

086.24.Q

Inspector1 Initials:

JeffreyLebowski

Product Production Specialist:

Production Date:

Production Time:

Red Bead Count:

White Bead Count: Inspector2 Initials:

Jeffrey Lebowski

Jeffrey Lebowski

Jeffrey Lebowski

JeffreyLebowski

JeffreyLebowski

JeffreyLebowski

Do not writein this area


JeffreyLebowski


JeffreyLebowski

JeffreyLebowski

JeffreyLebowski

Do not writein this area



Process ID:




04/31/2003Author:

Miles MasseyApproved By:

Marylin Hamilton RexrothApproval Date:

09/31/2003

WW-BDUF5088.12.F White Widget Weekly Production Summary

479.12.B

Week Ending:

Jeffrey Lebowski

Product ProductionSpecialist Worker Name

Day 4Accepted/Defective




Daily Totals:

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Suggestions?

We value yourinput. Just followthe process and

your voice will beheard.

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Process ID:




02/30/1972Author:

Don Vito CorleoneApproved By:

Michael CorleoneApproval Date:

06/31/1972

WW-BDUF50002.09.C Suggestions and Grievances

666.42.A

1. Anyone with some suggestion or grievance shall fill out form WW-BDUF50008.65.A infull.

2. The White Widget Company will respond in a timely fashion to these suggestions orgrievances.

3. If you feel that The White Widget Company is not responding in a timely fashion, repeatsteps 1 and 2 until satisfaction is achieved.



Process ID:




01/19/2000Author:

Franky Four FingersApproved By:

Bullet Tooth TonyApproval Date:

02/29/2000

WW-BDUF50008.65.A Suggestion and Grievance Form

089.33.F

Name:

Jeffrey LebowskiDate:

Jeffrey LebowskiTime:

Jeffrey LebowskiNature of Comment:

Jeffrey LebowskiComment:

Jeffrey Lebowski

Desired Outcome:

Jeffrey Lebowski

Suggestion Grievance Gripe Whine Cathartic Release

Are you now, or have you ever been under the influence of drugs or alcohol:

Jeffrey Lebowski Yes No Unsure

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The Kickoff, With Nifty New Signs for theHallways and Workareas

1=>F +F $5:EC#’:;:8G

&CAD7BK!

%: $.2$,+143CE?:E!

17?:-E>9: +B

4CHE3CE?!

’C +G /><=G1=: )>EFG 1>A:"

(I:EK 1>A:!

4CHE 3CE? +F4CHE 0:@;#-CEGE7>G

A Couple of Start-up Issues…

“Hey, no cheating! You can’t just pick out the defects from your paddle.Follow the process! We paid a lot of money to the consultants who

designed it!”“Yo! It’s not ethical to undercount defects. Don’t let me catch you doing

that again!”“Hey you! We’re a WHITE WIDGET company, not a mostly white with acouple of red defects widget company! Is that so hard to understand?“Now look at what this guy is doing. It may be 7 defects, but we’re

trending better. Do what he’s doing!”

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Day One Wrap-Up“And now, our best worker gets an award. See what a great company you’re

working for? [Hershey Bar]”“The other part of the incentive program is a little more negative. Ourworst worker just got put on probation. But, that will surely cure the

problem for tomorrow!”

“Our management team met and we figured it out. The problem is that wedidn’t have a goal to work towards. We’ll fix that tomorrow with the ThreeBeads or Less program. We’ll work our way into this, and set our new

Multi-Year Performance Goal and Work Plan (MYPGAWP) into action. [clap ofhands] There, that should fix it!”

“Well, it was a tough day, but it was a start. We’ll definitely improve onthis tomorrow. After all, we can’t do much worse!”

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Day Two Starts With Some Explanation

“As I said at the end of the day yesterday, there’s a new game in town. It’scalled JUST THREE DEFECTS OR LESS. And it comes with some great new

posters, too!”

/:FH@GF" BCG(J8HF:F!

1=: *C7@>F 1=E::!

666 ’7KF’:;:8G)E::!

Day Two Wrap-Up

“I don’t understand it. It was a simple goal. Three defects or less. Cansomeone explain to me why we can’t just do something as simple as threedefects or less? Don’t answer that – that’s a violation of the no talkingrule and will destroy the concentration of our better working workers!”“Management has met again. We figured out that the way to fix things

around here is to throw money at the problem. Details tomorrow.”

“Ok, so this wasn’t our finest hour. But tomorrow, after a good night’srest, we’ll fix things and het back on track! Before it’s too late…”

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Day Three Will Fix Things“Management feels that the the first thing to do to get to Three Defects or

Less is to pay handsomely. So, here’s a brand new, bright shiny AndrewJackson double sawbuck for you. [placed on table]”

“All you have to do to take it home today is create a white widget withthree defects or less. [And I mean it!] That’s on top of your salary andkeeping your job!” [if anyone wins the $20, announce “Look at how well it

works!”]

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And There’s More!

Employee of theDay!

“Claim your $20 bill and get this great Employee of the Day Award to gowith it. You’ll be the envy of all your co-workers!”

And More Inspirational Posters!

“Remember. The less you do, the more you make.Three or less is all it takes”

“How about a fat On the Spot Award? Be a goodWhite Widget Willing Worker and you can win big!”

“Just do a good job and bring home the bonus.Remember, instant awards for three or less!”

“Our teams are the best. Show ‘em what you got!”

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Day Three Wrap-Up

“Well, we are rapidly working our way out of a company.”

“Management now has figured out the way to fix things. We announceimmediate layoffs for the bottom half of our workforce based on

performance. Thank each of you for trying. Too bad you weren’t up to thetask.”

“But the good news is that now we have our dream team assembled. So,tomorrow, we will get trending right by using our best and brightest on

double shifts!”

“So, congratulations to our hard working willing workers who will take usacross the finish line. Rest up tonight. Tomorrow will be action packed!”

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Day Four Will Be the Charm

“This is it, people. Do or die. We have everyone here we need to make thishappen. We just have to do it.”

“To get us motivated to succeed, we have some brand new motivationalmaterial…”

Powerful Messages for ChannelingYour Power Animal!

“Quality depends on you. Build it right. Make it happen. Do it for yourcompany. Do it for your family. Do it for yourself. JUST DO IT!”

“Today is the first day of the rest of your life. Screw up and it could beyour last!”

“The current unemployment rate is 8.3%. What’s wrong with you? Are youtrying for a higher number?”

“Process is important. Process is your friend. Respect it and your futureis bright!”

“There is no ‘I’ in Team. But there is a ‘me’ if you look hard enough. So, ‘GOTEAM, GO!’ And this means you! We’re watching…”

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A metaphor.

For some, it was way toomuch like reality.

For others, it was an eyeopener for how even with

the best intentions, thingscan turn out bad.

What Did We Experience?

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The red beads are defects. The paddle holds software artifacts thatcomplete features – the stories in Agile/Scrum.

Strict process does not produce better product (such as software).

You can’t motivate teams with slogans. Better to fix the problemsthan try to motivate with paper.

You can’t motivate teams with fear. If they can’t do anything aboutthe problems, all the fear will do is make things worse.

Productivity could have been helped by eliminating waste from allthose excessive process steps.

Cost could have been helped by finding defects earlier andeliminating transportation waste.

Quality can be helped by starting with better material (requirementsshould have been combed through as work was done or was about to

be done).

The teams doing the work are the experts in getting the work done.We should have listened to how they wanted to do things, and let

management tell us what and why.

Some Common Insights…

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Deming was the author of Out of the Crisis (1982–1986) andThe New Economics for Industry, Government, Education (1993),which includes his System of Profound Knowledge and the 14

Points for Management.

Deming came from the world of manufacturing.

But I believe that the points made apply equally as well in theworld of software development.

I will now discuss each obligation and describe where we can seethe obligation apply to Agile, Scrum, and Lean software

development principles.

William Edwards Deming

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1Create a constancy of purpose forthe improvement of product andservice, with the aim to becomecompetitive, stay in business, andprovide jobs.

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Remember the importance of planning activities in Agile,such as Visioneering.

And remember that an Agile Product Owner is open andtransparent with the team, and explains not just whatand when, but why.

2Adopt a philosophy of cooperation inwhich everybody wins. Put it intopractice and teach it to employees,customers, and suppliers.

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Agile promotes the use of collaborative teamwork,rather than individual heroism to make the magic work.

3Cease dependence on massinspection to achieve quality.Improve the process and build qualityinto the product in the first place.

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This is where the Agile Engineering practices, especiallythe eXtreme Programming practices of Test DrivenDevelopment and Continuous Integration come intoplay.

For anything other than the most trivial software,there simply is no way to test quality into the code.

It has to be baked in from the start and continuouslytested as we go.

4End the practice of awardingbusiness on the basis of price tagalone. Instead, minimize total cost inthe long run. Move toward a singlesupplier for any one item, on a long-term relationship of loyalty andtrust.

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Agile stands for sustainable engineering. We want toinvest in and build high performance teams.

Taking time for things like up-skilling and continuingeducation, both formally as well as informally, is a vitalpiece to this.

Even companies which utilize the 20% rule for personalendeavors find that the price they pay is quicklyrewarded with teams that grow together and reach highlevels of team performance.

5Improve constantly and forever thesystem of production, service,planning, or any activity. This willimprove quality and productivity andthus constantly decrease costs.

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A cornerstone of any Agile process is the strive forcontinuous process improvement, through such thingsas Sprint Retrospectives.

6Institute training for skills.

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Agile recognizes that software is not assembly lineproduction work.

Deming is saying that even production workers needskill enhancement, because new methods and knowledgeare always occurring.

Remember how the Agile Manifesto starts?

“We are uncovering better ways of developing softwareby doing it and helping others do it…”

Software development is not something that yousimply learn and then coast on. One constantly mustbe in learning business.

7Adopt and institute leadership for themanagement of people, recognizingtheir different abilities, capabilities,and aspirations. The aim ofleadership should be to help people,machines, and gadgets to do a betterjob. Leadership of management is inneed of overhaul, as well asleadership of production workers.

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Agile needs servant leaders, not managers!

Wayne Strider stated the distinction best, “Managersuse people to accomplish work; leaders use work togrow people.”

8Drive out fear and build trust so thateveryone can work effectively.

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Openness and transparency are at the core of an Agilemindset.

Without the ability to trust one another as wecommunicate, we simply can not collaborate well, andthe efficiencies of a high performance team can neverbe realized.

9Break down barriers betweendepartments. Abolish competition andbuild a win-win system of cooperationwithin the organization. People inresearch, design, sales, andproduction must work as a team toforesee problems of production and inuse that might be encountered withthe product or service.

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In Agile/Scrum. We call out 4 and only 4 roles on ateam: Product Owner, Scrum Master, Delivery TeamMember, and Chicken.

In Agile, we don’t need our fancy titles that HR givesus for our business cards.

Respect is earned by ability to help, rather thanconferred by a title.

10Eliminate slogans, exhortations, andtargets asking for zero defects ornew levels of productivity. Suchexhortations only create adversarialrelationships, as the bulk of thecauses of low quality and lowproductivity belong to the systemand thus lie beyond the power of thework force.

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Most software developers will mock silly slogans andmotivational posters that they find in theirenvironment.

Part of the change that Agile promotes is thetransformation of managers into leaders.

There simply is no room in an Agile shop for managersto simply set performance bars up on the wall.

They are as likely to help software development as ifthey were to post signs saying “Everyone is to have aground breaking innovation by tomorrow afternoon.”

11Eliminate numerical goals, numericalquotas and management by objectives.Substitute leadership.

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While Agile does not shy away from metrics, these areused for measuring something and provoking discussionto uncover root causes and gain profound knowledgeas to how to improve the process to enhancecontinuous improvement.

12Remove barriers that rob people of joyin their work. This will meanabolishing the annual rating or meritsystem that ranks people and createscompetition and conflict.

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As we move from the old assembly line productionmentality, epitomized by predictive process, into anadaptive process mindset, we have to realize thatranking and pitting people against one another iscompletely at cross purposes to building collaborativeteams.

This requires a completely different system of rewardsthat emphasizes team cohesion and motivation.

This requires creative thinking on the part ofleadership, not checklist management by the bosses ofmanagement.

13Institute a vigorous program ofeducation and self-improvement.

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Agile speaks to gains in knowledge as the primary wayto progress to higher levels of performance.

This is in both product knowledge, where we learn moreabout our customers and the value propositions, aswell as project knowledge, where we learn about theways to get our work done and the costs of creatingthe value produced.

14Put everyone in the company to workto accomplish the transformation.The transformation is everyone’s job.

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It almost goes without saying that for Agile to work,it requires a mindset change from top to bottom inan organization.

One of the best ways for an Agile transformation tofail is to say things like “just fix engineering andeverything will be better.”

That sort of transformation falls apart rather quickly,and soon the organization is back to business asusual, with maybe a couple of name changes for whatwe call things.

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Yes. As you can see, we are now looking at the end.

Hopefully, you found some insights into things that you’ve alreadyrun into. Maybe, there’s some small amount of idea gestationgoing on.

I’ll say one final thing about what I do day to day in Agile trainingand coaching. I’ve had lots of jobs in the software developmentfield since I began my career. But nothing has been quite assatisfying as this training and coaching work. Training andcoaching actually puts me in the line of fire. It allows me tothink on my feet, and find unique solutions to problems that areotherwise enigmatic. It allows me to be creative, and challengepeople to do the same.And it allows me to thank you for listening to me for all thistime.

Thank you!

Red Beads: A New Tool forManaging Software Projects

NOVEMBER 8, 2012 ORLANDO, FL ROSEN SHINGLE CREEK

red beads: a new tool for managing software projects

Technology

white widgets company

white widget makernote

precision white widgets

im howard deiner

commercial software

agile process

fair company

process id