the cornerstone of agile: why it works, why it hurts
TRANSCRIPT
©Alistair Cockburn 2012
The Cornerstone of Agile: The Cornerstone of Agile:
Why it works, Why it hurtsWhy it works, Why it hurts
Dr. Alistair Cockburnhttp://Alistair.Cockburn.us
©Alistair Cockburn 2012
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Agile Manifesto, 2001
Individuals and interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiations
Responding to change over following a plan
Where is the magic?
People !
©Alistair Cockburn 2012
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“The Magic Happens Here”the 1st value of the Manifesto
make it workmake it hurt
the magic in the methodthe limits on our brilliant ideas
we can say that distance hurtswe can’t say if 2 people will work well together
©Alistair Cockburn 2012
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?
A community activity: communicate & agree.
©Alistair Cockburn 2012
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People ...
Solving a problem
Creating a solution
To an interpreter unforgiving of error
Making decisionsevery decision has economic consequences
and resources are limited.
… they don’t understand which keeps changing
Com
municating
Deciding
Inve
ntin
g Expressing ideas
in a language … they don’t understand which keeps changing… they don’t understand which keeps changing
©Alistair Cockburn 2012
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People issues determine a project’s speed
Can they easily detect something needs attention?
(Good at Looking Around)
Will they care enough to do something about it?
(Pride-in-work; Amicability)
Can they effectively pass along the information?
(Proximity; face-to-face)
©Alistair Cockburn 2012
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People are non-linear, spontaneous
Weak on:Discipline Consistency Changing habitsFollowing instructions
Motivated by:Pride in workPride in contributingPride in accomplishment
Strong on:CommunicatingLooking aroundCopy / modify
Unpredictable in small groupsDivorced couplesSpontaneous likes / dislikesMood sensitiveNot tied to “theory”
©Alistair Cockburn 2012
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Some parts are covered by theory
Courtesy of RoleModel Software
©Alistair Cockburn 2012
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Richness of communication channel
Com
mun
icat
ion
Eff
ectiv
enes
s
2 people on phone
2 peopleon chat (Q
uestion-and-Answer)
2 people atwhiteboard
(Courtesy of Thoughtworks, inc.)
Face-to-face is the most effective - Try Video
Paper(No Question-Answer)
Videotape
©Alistair Cockburn 2012
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Information transfers faster with proximity(Distance Hurts)
Kim
Pat
$150,000 penalty.
Kim Pat$50,000 /yr penalty.
Kim PatVery effective.
Kim PatStill Effective.
©Alistair Cockburn 2012
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Semi-open office configuration.
Photo courtesy of Thoughtworks corp.
©Alistair Cockburn 2012
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Nearby-programming and pair-programming
Photo courtesy of Thoughtworks corp.
©Alistair Cockburn 2012
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We can learn from an office plan
Courtesy of Ken Auer,RoleModel Software, Inc.
Programming work
Private work
MeetingKitchen
Library
convection currents,drafts, communities.
©Alistair Cockburn 2012
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Information radiators:large, public and changing by
hour/day/week ...
Acceptance Test Scores
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10
Month
Correct Tests
Acceptance Tests
Courtesy of Thoughtworks
Courtesy Ron Jeffries
©Alistair Cockburn 2012
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People are the cornerstone of agile development
Solving a problem
Creating a solution
… they don’t understand which keeps changing
Com
municating
Deciding
Inve
ntin
g Expressing ideas
in a language … they don’t understand which keeps changing… they don’t understand which keeps changing
It works, it hurts … just don’t ever forget it