Making Agile Go Fast

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.

The Wrong People

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.

Putting The Process First

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.

Using The Wrong Technologies

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.

Making The Architecture Too Complex

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.

Sprinting with BDD

After some initial experiments into doing BDD using Cucumber our team has decided to adopt a full BDD and TDD approach to our current sprint. It's slightly experimental at the moment as we work out the best ways of working. Once we are done we will retrospect and see if we want to adopt the approach going forward. Initial feelings from our first couple of days are that it is going well. Here's what we have done so far.....

Sprint Planning

After deciding to give BDD and TDD a try for the sprint, the first thing was the sprint planning. Fortunately for this sprint we have a story that is pretty well understood, but sufficiently challenging to be of value in evaluating the approach. The story basically consists of taking some existing data, retrieving additional data from a new remote system and delivering the combination of the two to a remote destination (basic decoration of existing content).

Our sprint planning consisted of two parts:

1. a high level technical discussion of the story and agreement of the general architectural structure and approach
2. the writing of Cucumber 'Feature' files containing all of the acceptance scenarios for the story

These two parts went well and we created a good set of acceptance scenarios, but we then found ourself struggling to get our heads around how to go about implementing them. Our reasoning was that rather than writing out individual technical tasks, we would just create one card for each scenario. These scenario cards would then form our sprint backlog.

However, the first scenario was a 'happy path' one and we were thinking that in order to implement it we would have to build the entire solution; the remaining scenarios would then just be tiny additions. This didn't feel right in that we would then have one scenario stuck as 'in progress' for days and then all of them moving within a few hours right at the end of the sprint. Our next thought was to therefore break down this scenario into a number of technical tasks. As it turns out, this wasn't the correct approach and it soon became clear that by doing this we were missing the benefits of BDD and TDD: we were defining the detailed solution in the planning session, rather than letting it emerge from the implementation of the tests.

We decided to take a break and think over our approach. It was then that it came to us that we were still thinking in a non-TDD mindset. To pass the first scenario, we didn't need to implement the whole solution, just enough to make the BDD test pass. As we then moved on to the next scenario we could implement more of the functionality, add depth and so on. With this in mind we decided to start the sprint and inspect and adapt as we went.

Setup and Configuration

The first step in the sprint was to add Cucumber support to our project. Given that we are using BDD for acceptance tests, we decided to add this support into our functional test suite. Unit level TDD will continue to be done using our existing testing tools (JUnit, Hamcrest and mockito).

Our functional tests are written in Java and are built and executed using Maven. We therefore added a dependency to cuke4duke, which runs Cucumber on top of the JRuby platform. This setup included adding a dependency on the maven-cuke4duke-plugin, which runs the Cucumber 'Features' within a maven test phase.

Aside: Why did we pick Cucumber (which is a Ruby framework) when we are doing a Java project? There were a number of reasons, but the main ones were:

• We liked the HTML report format
• A number of the team are already using Cucumber on external projects (in Ruby and Scala) so there was an existing familiarity
• It seems to keep out of the way and be less invasive than many of the Java based alternatives

With this set up, we added the Features file that we built during spring planning into the appropriate features directory and created step definitions with pending methods for each of the Given/When/Then cases.

The First Scenario

The first scenario was to set up some existing content and some additional content, decorate the existing content with the additional content and then verify that the content delivered at the destination had been correctly decorated. The steps for Cucumber were written accordingly and the assertions added the 'Then' case. Now it was time to implement.

This was where our TDD thinking really kicked in. Previously we would have started building the whole solution. Instead we just implemented the elements of the destination required to allow us to verify the decorated content. Given that we were only testing with one piece of content we just hardcoded to return a fixed set of additional data. Test passed.

Now, we know that this is not the full solution and that we have plenty more work to do, but we have a green on our test report. We have 8 scenarios to complete and the story is not done until they all pass, so what's wrong with this approach? Our next scenario tests with a different set of content and additional data, so this is broken by the hardcoding approach, so we can then work on the next step of delivering different sets of additional data to the destination. In this case we will still probably hardcode the data that is delivered based on the content, but progress will be made. Later scenarios will then add the calls to the new remote system to get actual data. By the end of the scenarios we will have built the entire solution driven solely by tests.

Areas of Uncertainty

Even though things are going well, we still have a number of areas of uncertainty that we need to resolve by then end of the sprint. These include:

• Whether we can successfully complete the story in this way
• Whether this approach impacts our productivity
• Whether the team members are able to adapt to working in this TDD style
• Whether the business will identify with the inherent value of this approach
• Whether we can get the BAs and the POs to start thinking of the stories as BDD scenarios

We hope to resolve these as the sprint progresses. I do think that initially productivity will be reduced due to the time it takes to learn a new approach and to become proficient in it. However, while productivity may be reduced for a short time, I believe that quality will go up due to the test-driven nature of the work and that we will be more certain of building the correct solution. I it my hope that the team members will see the value of this approach and will opt to continue with it for a few more sprints to allow them all time to become proficient in the approach. We will then be able to evaluate its success or failure more objectively.

To help the business understand the value of this approach (assuming of course that it is successful) I will plan to include a quick overview of the BDD approach in the Sprint Review next week. I will give a short presentation on the approach we took, show the scenarios that we created during planning, talk through the approach we took to implement them and show the Cucumber report that is produced. It will be interesting to see the reactions.

I'll post a follow-up at the end of the sprint to let you know how we got on.

The Value of Hardening

In my last post I looked at projects suffering with large amounts of technical debt and ever slowing velocities. One solution that one of these projects put forward was to undertake one (or perhaps more) hardening sprints. In these sprints, all teams would stop development of new functionality and focus on two things:

• Fixing as many of the outstanding defects as possible
• Addressing and improving the areas of the code that exhibit the largest clusters of defects

I want to question the validity of this approach as I think it offers very little value and doesn't solve the longer term problems associated with technical debt and reduced productivity.

Firstly, all code will contain some defects. Even the best code created using TDD principles will still have the occasional defect. These sort of defects can be easily addressed in the normal sprint mechanism - just get the business to prioritise them correctly along with the user stories and they will get resolved. No need to a dedicated sprint to fix these.

Secondly, we look at the defect clusters. The problem comes with trying to fix defect clusters and improve the code in a single hardening sprint. My feeling is that this is just a papering over the cracks, which, while perhaps offering some quick wins, fails to address the underlying causes of those cracks.

In most applications, defect clusters occur for one of two key reasons:

• The product has been crammed with too many features without sufficient refactoring of the architecture and code. The net result is that the code is now too complex, poorly structured and difficult to maintain. Adding new features is significantly more likely to break other features that were working.
• An initial rough architecture and code base was rushed through to meet a deadline and has not been sufficiently refactored prior to trying to scale it up - resulting in poor performance and reliability.

In the first case, trying to fix defects doesn't resolve the underlying complexity issues. In fact, fixing one defect is significantly likely to introduce other defects - especially if the automated test are lacking (common in projects that have reached this state).

Additionally, trying to make smaller fixes and refactorings to this complex code initially results in less stability and higher defect discovery rates. Given the aim of a hardening sprint is to make the product more stable and bullet-proof, these refactorings and small improvements actually can have a negative effect on quality in the short term.

In the second case, trying to address performance and stability in a single sprint just won't work. Achieving highly reliable and performant code can only be met through an in-grained philosophy in the project. All code must be well written, well tested and proved performant as part of its development. Taking some existing code and trying to tweak it to make it so is largely a futile effort.

Given the above, there seems little value to a hardening sprint (or sprints). A much better approach would be to correctly plan out technical debt into a number of DETAILED stories. These should address reducing the complexity of architecture and code in a structured way, refactoring code in a more structured way, improving the thinking about scalability and improving project focus and processes to increase quality, reliability and performance of architectures and code. The business should then be forced to prioritise these above new functionality for inclusion in the ordinary sprint process.

This approach prevents the short-term, quick fix mentality of hardening sprints. These sprints consume large amounts of resource, produce only surface improvements and leave all the fundamental problems intact, while at the same time fooling the business into thinking that things are improving. Never a good combination.