Form Follows Function: The Architecture of a Congruent Organization

KT2 Keynote 11/8/2012 12:45 PM

"Form Follows Function: The Architecture of a Congruent

Organization"

Presented by:

Ken Pugh Net Objectives

Brought to you by:

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Ken Pugh Net Objectives

A fellow consultant with Net Objectives (netobjectives.com), Ken Pugh helps companies transform into lean agile through training and coaching. Ken’s particular interests are in communicating (particularly, effective requirements communication), delivering business value, and using lean principles to deliver high quality quickly. He trains, mentors, and testifies on technology topics ranging from object-oriented design to Linux/Unix. Ken has authored the Jolt Award winning Prefactoring, Interface-Oriented Design, and Lean-Agile Acceptance Test Driven Development: Better Software Through Collaboration. He has helped clients from London to Boston to Sydney to Beijing to Hyderadad. When not computing, Ken enjoys snowboarding, windsurfing, biking, and hiking the Appalachian Trail. He can be reached at [email protected].

Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration

Copyright © 2011 Net Objectives 1

[email protected] www.netobjectives.com

Form Follows Function: Form Follows Function: The The Architecture of a Architecture of a

Congruent OrganizationCongruent OrganizationGuiding Your Organization People and Processes

1 Copyright © 2012Net Objectives. All Rights Reserved. 12 September 2012

Guiding Your Organization, People and Processes To Congruency

August, 201

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Ken Pugh, Fellow Consultant, Net ObjectivesAll pictures Copyright © Ken Pugh, except as noted

Ken Pugh

PhotoSize:

Height: 2.25Position:

Fellow Consultant for Net Objectives

Lean, Agile, ATDD, TDD, OO, etc.

Over 2/5 century of software development

[email protected]

from top left cornerHorizontal 0.75 Vertical 1.

Picture Style: Simple Black Frame

Over 2/5 century of software development experience

Author of seven books, including:

– Prefactoring: Extreme Abstraction, Extreme Separation, Extreme Readability (2006 Jolt Award)

– Interface Oriented Design

l l

2 Copyright © 2012 Net Objectives. All Rights Reserved. 12 September 2012

No code goes in till the test goes on.A journey of two thousand miles begins with a single step.

– Lean Agile Acceptance Test‐Driven Development: Better Software Through Collaboration



Overall Rule

There are exceptions to every statement, except this oneIdeas expressed in this talk may not work for all organizations


Form and Function

Trust

Lean

Business ValueMetrics

Feedback

ToolsTime


Teams

Communication Estimating



Head above the clouds


Form and Form and Function Function

6 12 September 2012



Form Follows Function









Function Follows Form


Congruency

Congruency = all actions work toward an agreed upon goal Actions and form of an organization match its desired processes




Shared vision





LeanLean

15 12 September 2012

Lean

Lean – congruent process – Drive from business value– Deliver in small pieces – Transparency

Concentrate on – Flow


– Waste



Small


Flow Idea Business decision Implementation Availability




business value

Why?




Definition of Done






Small




Business Value Business Value


Both Sides

How many measure savings / earnings versus the cost part?




Business Value – What Is It? (1)

"I can't define it, but I know it when I see it"


Business Value – What Is It? (2)

Business Value can be:– Increased revenue (sales, royalties, fees) ($$)D d ($$)– Decreased expenses ($$)

Less resources More efficient use of resources

– Customer satisfaction ($$ ??)Promoters / Satisfiers/ Detractors

– Staying in business ($$ ??)Staying out of jail ($$ ??)


– Staying out of jail ($$ ??) – Avoiding risk ($$ ??)

28



Business Value Measurement

Customer estimate business value for itemsCould use $$

Often difficult to do or compute

Business value is unit‐less– Relative – Allows comparison between non‐$$ and $$

As item is "done", business value achieved


Bang for the Buck

BfB is estimate of “return on investment”BfB = BV/EE– EE – relative effort estimation




Business Value Chart

BV


Iteration

Teams Teams




Football teams – offensive unit

Product team– customer unit


– defensive unit

– special teams unit

– developer unit

– tester unit




© U.S. Army


Successful Teams

Successful teams:– Collaborate – Shared accountability – Shared approach to doing work – Shared history




Teams

Collaboration – Best collaboration requires collocation – Make physical separation as close to physical togetherness

Virtual wall

Shared approach and history– Keep teams together






TrustTrust




Trust

Trust– Reliability– PredictabilityPredictability– Competence


Trust Building

Acknowledge that trust takes time to build and emerge– Therefore, keep teams together

Respond back with good or bad news in a timely manner Minimize split project assignmentsFrequent delivery


q y



Trust – Not


Testing Builds Trust and Accountability




MetricsMetrics


The metric is the message

**** Need picture here of a ruler





Metrics

What is important?– Customer /user satisfaction– Production defects – Rate of delivery of business value




Monitor At Appropriate Level


To encourage innovation, reward failure




FeedbackFeedback


Feedback

No feedback

Desired Delivered

With feedback

DesiredDesired Delivered DesiredDelivered




frequency of

measuring mileage

Shorten Feedback




What Helps Lean What Helps Lean CongruencyCongruency


Clear Prioritization




Tradeoffs

Time

Scope Resources

Quality


Policies

Driving in Germany ‐ picture of autobahn




Resource Utilization


Big PictureBig Picture





Big Picture




TimeTime


Multi‐tasking

Picture of multi‐taskerHighest priority item done first

64 Copyright © 2012 Net Objectives. All Rights Reserved. 12 September 2012© istockphoto.com



Multi‐tasking





IssuesIssues





Prototype


Technical Debt




Sometimes You Start Over


Everything’s Relative




daily hike distance

Look ahead is okay


© istockphoto.com



CommunicationCommunication


75




“Done”

“The program is done”. Does that mean?A. The code compilesB. The program passes the programmer's testsC. The program passes the tester's testD. The program has been accepted by the customer


“Tomorrow”

“I'll have that for you tomorrow”. Does that mean?A. First thing in the morningB. Sometime during the dayC. By the time I leave work tomorrowD. At least one second before midnight




“Late”

A meeting is scheduled to start at 10:00 a.m. What is “late”?A. Anytime after 10:00 a.m.B. After 10:05 a.m. (grace period)C. Being the last person to arriveD. No time, as long as there is an excuse


Use customer terms



ToolsTools


Function Then Form

Determine your process first manuallyThen find the tool to match your process




Why software?


Estimating Estimating




estimating

Estimates

Guesses, not reality Why estimate?– Aid in planning – But not replace it

Metrics on estimates?




Estimating – Gaussian

Most Likely

Average

0

0.05

0.1

0.15

0.2

0.25

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Series1

g


1 2 3 4 5 6 7 8 9 10 11 12 13 14

87

Estimating – Typical Distribution

0 160.18

Most LikelyAverage

00.020.040.060.080.1

0.120.140.16

Series1


1 2 3 4 5 6 7 8 9 10 11 12 13 14

88



Why Things Take Longer

“Common cause” – known reasons– Lack of standard development process – Lack of automation – Interruptions – Changing priorities of work in progress

“Special cause” ‐ unforeseen reasons


ChangeChange




Old Status Quo

New Status Quo

Old Status Quo

Chaos Transforming Idea


Change Model From Virginia Satir

Matrix

Matrix of project versus function

Team / Business Developers TestersTeam / Function

Business Analysts

Developers Testers

Team A


Team B

Team C

Team D



Differences

Absolute versus relative Quantitative versus qualitative


Communication

Teams

Business V l

Small pieces

Priority


FlowValue



Thank You


Technology

Form Follows Function: The Architecture of a Congruent Organization