Here's a little comic strip I put together ...
When you have created so many innovative products, it's always going to be difficult to come up with enough differentiation between one version of a product and the next to keep getting people to spend their cash. Creating an entirely new product line is even more of a challenge. I'm wondering where our favourite fruit named company is going to go next.
Just recently I was speaking with a potential customer who had concerns about the velocity of their Scrum teams. They had recently (9 months ago) switched to an agile approach and had expected to get much more delivered than they had.
Now they were looking in to scaling up the number of Scrum teams on the project to try and increase velocity and deliver more quickly. In my experience of many agile projects, increasing the number of people on the project, especially one that is struggling, never has the desired effect of making things go faster. The advice to this customer was to therefore look at making their existing teams and process more effective rather than increasing the number of people on the project.
This got me thinking about what makes agile projects go slow. Across a number of projects that I have experienced, I’ve identified four common traits: two related to people and process and two related to technical concerns.
Agile is all about using the right people. In fact this is true for any project or process, but for agile it is even more important. Use the right people and the agile process will work. Use the wrong ones and you will struggle.
The people who you don’t want on your agile project are those who are not disciplined enough to follow sound engineering practices and those who try to build complex frameworks/toolkits and who conduct personal science projects on your codebase. If you want to go fast then it’s vital that you have a clean, simple and well-refactored codebase that is backed up by a set of quality tests. Team members who don’t support this vision slow down the whole team.
To get back on track, remove those devs who aren’t following good engineering discipline and those who keep making things more complex. Bring in experienced agile developers to pair with the remaining team, giving them the responsibility of ensuring quality engineering practices are followed.
Another common mistake of companies starting out with agile projects is that they assume the process will make them go faster. Sorry to disappoint, but this is just not true. What makes agile teams go fast is creating open channels of communication and self organising and empowered teams.
If an organisation can’t create an excellent environment for communicating then no agile process will help. Agile helps teams go faster by eliminating the unnecessary documentation and waterfall steps. However, this information transfer must still happen and it happens through closer communication and collaboration.
Sadly, many organisations create agile teams and give them a process to follow but then insist on telling them how to organise, what tools and techniques to use, how to work and exactly what to do. This isn’t agile, it’s just another way of organising a traditional team. If you want agile to go fast then the team need total control over how they work and what they do.
To get back on track from here, relax on the process. Work on increasing communications. Give the agile teams the chance to decide how they will organise and work. Give them control and they will go faster. Agile is not a process, it’s about letting people get the job done.
So many agile projects struggle because they are using the wrong technologies. When this is the case it’s usually because the technology approach has been foisted on the team by an ‘ivory-tower’ architect or some senior manager who was wooed by the sales consultant from a large vendor. In other cases it may be that the team are forced into using a ‘corporate standard’ technology set.
In many cases the team will repeatedly identify the technology as a major factor in retrospectives. However, more often than not they will be told that this is not something that can be changed and that they have to stick with it. Why throw away hundreds of thousands or even millions on staff costs when backtracking on some poor technology choices would make so much difference.
Again, giving the teams the authority to make technology decisions is essential. Allowing technology choices to be reversed if they prove to be hindering delivery is also an important part of being agile.
Many software systems are designed, or become, far too complex. In an agile environment this is a guaranteed way of making things go slower. Software must be kept as simple as possible so that it is easy to continually change and enhance.
If the architecture of an agile system has become so complex that it hinders development then it must be revisited and greatly simplified. Layers must be removed, interfaces reduced and code and technologies radically refactored to make everything simpler. Once that is done then the project must work all out on stopping it from getting more complex again in the future.
Only by using the right people, correctly empowered and communicating can the team have the ability to go fast and be truly agile. Only by making the correct technology choices, reversing bad technology choices and keeping everything simple can the ability to turned into real agile delivery.
A scenario: you have a successful agile project. It’s made up of a number of small teams, each working on a separate component of the application suite. This has been working extremely well. You are capacity planning for the coming six months and you identify that one of these teams is likely to become a bottleneck. There are just too many stories that fit into their component area. How do you deal with this?
The above is something that looks likely on one of the projects that I am working on. I’ve been putting in some thinking on how this might pan out. This post documents my thoughts.
There are typically two standard reactions to above problem: grow the team that is likely to be the bottleneck, or add an additional team to work on the component. In my experience neither of these works. Adding more people is rarely ever a good way to make a project go faster!
The best agile teams I have worked on have had one thing in common. They have all had between 4 and 6 devs, a QA, and a Scrum Master. As soon as the team gets any bigger than this I’ve found that the following occurs:
Thus, adding additional devs and QAs to a team, either permanently or by borrowing from another team, just doesn’t work. Typically I’ve even found that the team goes slower as it has to spend more time cleaning up after itself.
Adding temporary devs (perhaps for a day or two) is, I’ve found, often worse than adding a permanent dev as there is less sense of ownership and shared team values. Working with good developers makes this less so, but I still believe it occurs more frequently than we like to admit.
Having multiple teams working on a single component’s code base just doesn’t work well. I worked on one project where we had four teams working on the same code. We were tripping over each other all the time. Particular problems I have seen working in this way:
Multiple teams working on the same code base is a recipe for disaster. It results in more overhead, lower code quality and more cruft. Also, you get far less productivity gain that you would had you allowed each team to work independently on their own component.
So, given that there is more work than the measured velocity of the team shows they can achieve in the time available. And, given that we don’t want to grow the team or add more teams. How do we solve the problem?
The aim is to keep small teams who can each work on an area of code that they have sole ownership of. This will give them the incentive to ensure that this component is clean, simple, maintainable and has a low level of cruft. It will also maximise the productivity of each individual team by minimising communication overhead.
I think a combination of four specific solutions are the best approach. These being: reducing waste, simplifying requirements, moving complexity and splitting components.
A good agile team should already be pretty good at reducing their waste. Retrospectives that generate actions which are then implemented go a long way towards this. A good Scrum Master who removes impediments is vital. The team will be provided with the best tools for the job.
Still, there is likely to be further waste that can be eliminated to allow the team to go faster. The first set comes from the category of unnecessary process waste. This includes things like:
The other set comes from giving the bottlenecked team stories to play that aren’t essential to what they are trying to deliver. This can be things like:
In an ideal world, all of the above should be done by the team. However, if that team has a high volume of work to get through then these tasks can easily be divested out to teams that are perhaps not running at full capacity, allowing the team that is to maximise their throughput of important functional stories.
Often performance of teams can be greatly hampered by having requirements that are either too complex or not clearly thought out. Ensure the backlog is groomed to contain only the most essential stories. Make sure these have been paired down to the absolute minimum set of requirements needed to fulfill the business needs.
The worst scenario is having a heavily loaded team working on features that are overly complex and time consuming. I’ve seen many cases where teams have worked on a fairly complex story only to later find that the clients uses just the core 80% of the feature, which could have been built in 20% of the time. The extra 80% of the time spent delivering that last 20% of non-essential requirement is just waste.
Analysts and the business need to scrutinise the backlog, squeezing every unnecessary piece of work from the stories. If the business doesn’t need some small aspect right now then create a separate story and play it later when the team has less critical path work.
In most large software systems it is possible to locate complexity in different components. For example table paging could be implemented in the server code or in javascript on the browser. If complexity in one place is causing capacity problems then it may be possible to move elements of this complexity to another team that has more spare capacity.
This may not always be the most technically pure solution, but it may be the best trade-off in order to deliver a product on time and budget. The complexity can always be relocated in the future.
As an example, consider a story where one component has 8 points of work do to delivery a feature and it’s two clients each have 2 points of work to consume the feature. Total 12 points. However, it might be possible to split the work differently, so that the core component implements something much simpler for 3 points, while the two clients take on some complexity and implement 5 points each. Total 13 points. So, the two approaches are roughly equivalent in size. The second might result in some duplication on behalf of two teams, but this allows the team with a large backlog to complete more stories. A pragmatic trade-off.
If a team has multiple components, then the logical option is to relocate one or more of those components to another team. What if they only have one component?
Ideally, buy reducing waste, simplifying requirements, and moving complexity it should be possible to shrink the size of the backlog for a component. Hopefully the smaller backlog should be sufficiently sized that the team can complete it. What if they still can’t?
To me this seems to be a problem of decomposition. A component that is so large and complex that a team of six devs can’t maintain and enhance it is a component that is too big. In this case it should be split into two or more smaller components, with the current team keeping one part and a different team taking the other part(s).
Making the split is always technically challenging, but provided it is made across a clear interface boundary then my experience is that it is usually possible divide a component up into smaller constituent parts.
This is probably the only way that I would recommend going about adding more people to a project - introduce a new team (or repurpose an existing team) and give them their own code base and component(s) to work on.
