Monday, March 21, 2011

Gee Scrum Method Owners!

[Personal note: I first wrote this down back in April 2009 a few months or so before the Agile 2009 Conference in Chicago. I later put it down here in my blog with the intent to publish it but forgot to take it out of "draft" mode.]

Sung to the tune of Gee, Officer Krupke! from West-Side Story -- Music: Leonard Bernstein, Lyrics: Stephen Sondheim (see video of the movie performance)
Background:

For about a year now, I believe there has been a greater than usual amount Agile-related blogging and mail-list discussion on the subject of the shortcomings of what is currently the most popular agile development method: Scrum. Some of them are legitimately about Scrum, others are really more about the kinds of problems one encounters introducing Agile methods without appropriate emphasis/execution of the technical practices (especially Refactoring and TDD).

Its seems much of it may have started around the same time that Alan Shalloway (and later others, including Ron Jeffries, below) were banned from the
ScrumDevelopment list for “going meta” and discussing problems with and/or additions to Scrum itself instead of how to apply/use it. Alan subsequently created the Lean-Agile list for such discussions (and is also working on a book).
As of this writing, more recent examples include the following:

Cast of Characters: You will need individual actors portraying the following roles!
NOTE that the people are real, but the dialogue is fictional, even tho it is derived from bits and pieces of actual messages and blog-posts.

Lyrics:
    RON (spoken): Hey, you!

    ALAN (spoken): Me, Officer Jeffries?

    RON (spoken):
    That’s Scrum Master Jeffries to you! Gimme one good reason for not draggin’ ya to the scrumdevelopment list to answer for blamin all yer troubles on Scrum. What’ll you say to Schwaber, ya punk!

    ALAN (sings):
    Dear kindly Scrum-Lord Schwaber, You gotta understand,
    It's just our agile nature that gets us Scrum-list banned.
    Our management is clueless, our backlog’s full of junk,
    Golly Moses, that’s where Scrum has flunked!

    ALAN with BRAD & PETER:
    Gee Scrum-method owners, we're very upset;
    Your method doesn’t scale and we’re in technical debt!
    We ain't no extremists, Our motives are clean,
    Deep down inside us there is Lean!

    ALAN: There is Lean!

    ALL:
    There is Lean, there is Lean, There is untapped Lean,
    Deep inside XP and Scrum there’s Lean.

    RON (spoken -- imitating Scrum list-owner):
    That's an off-topic discussion!

    ALAN (spoken):
    Lemme tell it to the world!

    RON (“Scrum list-owner”):
    Just tell it some place else!

    ALAN (singing, while creating the Lean-Agile list):
    Dear Lean-Agile list-readers, The Scrum-list is too closed.
    Despite their Agile leaders, the truth must be exposed:
    They didn't want discussion of what Scrum oughta add.
    Leapin' lizards, that's why I'm so “rad!”

    ALAN:
    Hey Scrum-method owners, you're really deep-fried!
    There’s plenty wrong with Scrum that needs Lean-thinking applied!

    PETER
    : Those darn product-owners have gotta be curbed!

    RON: They’re pathologic'ly disturbed!
    BRAD: They’re disturbed?

    ALL:
    They're disturbed. They're disturbed, They're the most disturbed,
    Like they're pathologic'ly disturbed.

    ALAN (spoken, imitating Mary Poppendieck):
    Hear ye! Hear ye! In the opinion of Lean-thinking, these POs act depraved on account of they ain't had a proper “frame.”

    BRAD (spoken): Hey, they’re depraved on account of their dis-functional context!
    RON (spoken): Lemme to introduce ‘em to my fully functional foot!

    BRAD (singing, to Ron)
    My PO is so dastard, da coach won’t hear my plea,
    da team’s code ain’t refactored, ‘cuz PO won’t agree.
    They add it to the backlog for later to address,
    Goodness gracious, dat's why it’s a mess!

    RON:
    Please! “Bad product-owners!” that reason’s so lame!
    You shouldn’t even ask them, (and you should be ashamed)
    It’s really yer context that oughta be changed,
    It’s economic’ly deranged!

    BRAD: We’re deranged?

    ALL:
    We’re deranged! We’re deranged! We are so de-ranged,
    We're so economic’ly deranged!

    RON (spoken):
    In my opinion, Scrum don't need to have its head roles re-thunk at all. Use of RASCI matrices is surely a management disease!

    BRAD (spoken): Hey, I got a management disease!

    ALL (spoken sarcastically): So go buy an agile management tool.

    BRAD (singing to "Agile tool-vendor"):
    Dear kindly Scrum-tool master, they say go use your tools.
    They’ll save us from disaster, ‘cuz they’ll enforce da rules.
    And for our retrospectives, they’ll generate nice charts
    Glory Osky, that's why our code smarts!

    UNCLE BOB (with RON):
    Yikes! Stupid tool vendors, you've done it again.
    This team don't need a tool, just index cards and a pen.
    It ain't just enough to inspect-and-adapt;

    UNCLE BOB
    : Value craftsmanship over crap!

    BRAD: Ship 'er crap?

    ALL:
    Don’t ship crap! Don’t make crap! Craftsmanship over crap!
    Craft clean code as if you give a crap.

    UNCLE BOB (spoken):
    We hereby declare this project’s code to be crap on account of its ignerantive and excremental development. Failure to write clean code is professionally irresponsible! TDD and refactoring are not optional!

    RON: The problem is your context!
    ALAN: The answer is go Lean!
    BRAD: The problem is design debt!
    BOB: The answer is code clean!
    PETER: The problem is Scrum's growing!
    ALAN: The answer is Scrum's grown!

    ALL:
    Scrum Lords we got troubles of our own!
    To all unclean-coders We just have to yell,
    “Your projects can’t be agile if your code-bases smell!”
    Gee, Scrum method-owners, What are we to do!
    Dear Scrum method-owners, SCRUM YOU!!

Acknowledgements:


I credit Ron Jeffries with my inspiration (obsession?) in crafting the above! Ron quoted a line from the West-Side Story song “Gee Officer Krupke!” in one of his email replies and I couldn’t get the song out of my head all that day and began piecing together the above (which I developed iteratively & incrementally using TDD and refactoring – of course :-).

Thursday, August 20, 2009

SOA, Mashups, Mashed Knees and Surgery

Today is my birthday - I had arthroscopic knee surgery last night and am feeling pretty good so far (happy birthday to me). I know I still have a lot of meds/painkillers in my system and that its going to feel more uncomfortable the next few days. I'm still hobbling around on crutches but I'm feeling much more confident that I can attend (and present at) Agile2009.

I received some very good books on Mashups and SOA a few months back and I'm finally getting a chance to look at them in some more detail. They really are quite good! I think Mashups are the "latest frontier" for realizing the promise of SOA, and a natural evolution from Wiki-webs. Here are the books:

If you follow the links above to the InformIT.com homepage for each of the above books, you'll find some good excerpts and related articles that will give a preview of what to expect so you can judge for yourself.

Thursday, August 13, 2009

BOOK: Running an Agile Project

First, on a personal note, I had the misfortune to tear cartilage in my right knee a couple days ago and will require surgery to repair/remove it. I'm hobbling around on crutches for the time being. I hope I can still attend (and present at) Agile2009.

Anyway, my review of Mike Holcombe's book Running an Agile Software Development Project appears in this month's Agile Journal.

Running an Agile Software Development Project is an interesting book. On the surface it looks like it would be very academic, because the author, Mike Holcombe, was a University Professor at the time, and running an “agile software development factory” of students (albeit for a real commercial development shop). And yet what is described in the contents is very much the practical, real-world results of running agile projects with those same people for real IT software development work.

[...]

Overall, I found Running an Agile Software Development Project to be interesting and enjoyable. It still seems just a bit academic for my taste, and probably wouldn’t be the first book I would recommend on the subject unless it was for a classroom audience (in which case this book would be an excellent one to use).

You can read the full review here!

Friday, August 07, 2009

WANTED: Seeking Single Agile Knowledge Development Tool-set


I'll be presenting at Agile2009 in Chicago on the Tools for Agility stage on Tuesday 25 August, 4:45pm-5:30pm.


Here is my session description from http://agile2009.org/node/2762


WANTED: Seeking Single Agile Knowledge Development Tool-set

Aren’t code, backlog-items, tests, designs & documents all just different forms of system knowledge at different levels of detail? Why can’t the same tools help refactor, browse, search, and provide build/test automation for non-code forms of knowledge without requiring a separate tool/repository for each format? This talk is intended as a challenge to tool vendors/developers to see how this simple treatment of all non-code items as part of a single, unified project knowledge-base can be at once both immensely powerful, and imminently practical, without requiring too much added complexity.

Process/Mechanics

Approximately ~30 minutes of slides/presentation to “make the case” for why this approach is useful and desirable, followed by discussion of challenges (to and from tool developers/vendors, as well as the rest of the audience) as to its usefulness and benefits, and why their current tools can’t easily do so and why the should or should not be easy to enhancement them to do it.

Outline

Software development as knowledge development

  • Source-Code as knowledge
  • Requirements (Stories) and Tests as knowledge
  • Other usable forms of project knowledge (e.g., build scripts & configuration, build/test result reports version control history/comments, online help & other supporting docs)

How would I do this?

  • Refactoring Knowledge (thinking about the rest of the “knowledge” the way we think about the code, and its habitability, navigability, and structure/refactoring)
  • Applying other agile-practices (like TDD, Continuous Integration, etc.) to non-code knowledge development
  • Wiki-based skins, DSLs, and use-cases/design as domain-driven Wiki-word definitions
    • Patterns (giving things names), Retrospectives results and lessons learned
  • Viewing, searching EVERYTHING (even the code) via wiki?
  • The “Wu-Wei” of Traceability (Tracing without Tracing)
  • Versioning and operating on wiki-like entities, just like with code (e.g., making “working copies”, branches and tags)

DISCUSSION & CHALLENGE: Why can’t (or how can) YOUR tools do this!

Begin audience discussion/dialogue: Why can’t a tool like Eclipse or a Wiki-based CMS (such as Confluence) be used as a front-end to browsing/refactoring and navigating ALL the knowledge of the system? (not just code, but stories, tests, build/config data, CI reports, backlog, retrospective lessons).

What makes it easy/hard for these and other tools like any of the following to do this, or to be simple “skins” or plug-ins on top of only a handful of tools instead of a whole kitchen sink full of separate tools and repositories.

  • Eclipse, Confluence, Twiki?
  • FIT, Fitnesse, Contour
  • Doxygen / Javadoc
  • Trac / Agile-Trac?
  • Jira / Remedy

See also a blog-entry of mine entitled Can I have just one repository please?

Learning outcomes
  • Thinking about Agile development as knowledge management & creation
  • Current barriers to using agile techniques and supporting tools for non-code artifacts
  • What do refactoring, TDD, continuous integration, etc. mean for non-code artifacts (and why you should care)
  • Use of wikis for organizing, structuring and refactoring ALL system knowledge
  • Why manual traceability is unnecessary (and even comes for free) when using such an approach

Primary target persona
  • Tomas Tool-smith/Tool-vendor

(download PDF here)

Saturday, August 01, 2009

Studies on Effectiveness of TDD?

This question came-up in a discussion earlier this week: Do we know of published studies on this subject? A quick Google-search turned up the following for me ...


Any others? Any comments on the above?

Sunday, July 26, 2009

Resources on Retrospectives

I found a really good resource-list from George Dinwiddie on Introspection and Retrospectives that includes the following list of resources (mostly patterns & techniques) about conducting retrospectives. It contains many (but not all) of the links below:



Friday, July 17, 2009

Refactoring @ Scale

In my previous post, Refactoring for Agility, I posted an outline and some thoughts for Part I of an Overview on Refactoring. Now I'm ready to post on Part II which is about refactoring @ scale. By "at scale" I mean in the larger context of other agile practices, as well as for large projects.

PART II - REFACTORING @ SCALE

1. Scaling-Up
  • To scale refactoring for larger projects, some additional techniques & issues must be added to the mix.
  • Note that this is “in addition to” (not “instead of”)
    Refactoring In-the-SmallRefactoring @ Scale
    Small, Fast & Frequent RefactoringsLarger, Periodic & Planned Restructurings
    Emergent DesignIncremental Design & Evolutionary Architecture
    Deferred RefactoringRestructuring & Technical Debt
    Code SmellsArchitecture Smells
    Design Principles & PatternsSoftware Modifiability Tactics
    Simple/Clean CodeSupple/Domain-Driven Design

2. Emergent Design
  • Emergent Design is a fancy name for the resulting design that “emerges” from the synergy of combining Refactoring together with TDD, Continuous Integration and Automated Testing.
  • Emergent Design means that ...
3. Technical Debt [a.k.a. Design Debt]
4. Restructuring Technical Debt
  • If we accrue a non-trivial amount of technical debt, we can’t simply “refactor” it away.
  • Paying it off typically requires restructuring efforts (or even reengineering) that must be planned.
  • Iteration plans must accommodate specific tasks for these restructuring efforts (or even be dedicated to restructuring).
  • Ignoring it, or deferring it for very long is not a viable option!
5. Overview of Restructuring
  • Identifies higher-level issues (“architecture smells”) that typically represent violations of known principles of good software architecture & design.
  • Periodically applies larger-scale “refactorings” and/or many small refactorings that were previously deferred.
  • The goal is to “pay down technical debt” in order to limit the increasing costs of accumulated complexity.
  • Typically requires a concerted effort that must be separately planned.
  • Uses not only design patterns/principles, but also architectural patterns/principles, as well as software modifiability tactics.
6. Refactoring vs. Restructuring
7. Restructure Periodically
  • Restructuring is often associated with absent or neglectful refactoring and/or design.
  • But … Any large software project spanning multiple teams eventually needs restructuring.
    • Even in the presence expert-level architecture, design & continuous refactoring
    • This is just a reality of software evolution/entropy
  • Therefore … Large software projects should assume that periodic restructuring will be necessary, and should plan accordingly to:
    • Clean-up accumulated code-smells and apply numerous refactorings that were deferred but are now sorely needed,
    • Address architecture smells by applying restructurings, patterns and modifiability tactics that have broader impact.
8. Architecture Smells
See Stefan Roock's and Martin Lippert's book Refactoring in Large Software Projects (There was an earlier version of their work entitled Large Refactorings").
  • Smells in Dependency Graphs
  • Smells in Inheritance Hierarchies
  • Smells in Packages
  • Smells in Subsystems
  • Smells in Layers
9. Software Modifiability Tactics
  • Localize Changes (increase cohesion)
  • Prevent Ripple Effects (reduce coupling)
  • Defer Binding-time (defer decision-making)
10. When to Consider/Plan Restructuring?
11. Evolutionary Architecture
  • Software Architecture concerns infrastructure elements that must exist before you can begin execution.
    • Architecture is about things that are hard to change later, it is difficult to allow an architecture to emerge.
    • For large projects, this includes high-level organization of the system into functionality/elements that will be allocated to separate teams.
  • Key techniques of Evolutionary Architecture include:
    • Deferring Irreversible Decisions to the “Last Responsible Moment” (LRM Principle)
    • Architectural “Spike”, Architecture Iteration and/or Spike Iteration
12. Incremental Design
  • Design evolves incrementally, iteration by iteration, based on current business priorities and discovered technical limitations.
  • Incremental Design …
    • Does not prohibit thinking about higher-level design.
    • Does encourage planning in detail only what will be constructed soon.
  • Focus is on “Just Enough, Just-In-Time” :
    • Specifying too much detail too soon causes more rework later.
    • But doing less now and saving the rest for later should not require significantly more work later than it would today.
  • We must do Just Enough Design Initially to attain the right balance of anticipation and adaptation.
13. Just Enough Design Initially (JEDI)
  • Initial design (before coding) is still necessary.
    • This use of “JEDI” was coined by Stephen Palmer as part of Feature-Driven Development (FDD)
  • Basic rule of thumb to tell when “JEDI” is achieved:
    • At iteration-scope, when, after one pass through the iteration backlog, modeling in small groups does not produce any new classes or associations of real significance.
    • At task/TDD scope, when we have defined enough structure & interface(s) to know specifically what code to write/test, precisely where to write it, and exactly how to invoke it.
  • Techniques of “the JEDI way” include:
    • Collaborative Domain Modeling and Color Modeling [from FDD]
    • Supple Design techniques & patterns
    • Domain-Driven Design (a.k.a. DDD -- see domaindrivendesign.org)
    • Design Blitz & other Agile Modeling techniques (see agilemodeling.com)
14. Supple Design & DDD
  • Domain-Driven Design (DDD) approaches modeling the core logic of the software by focusing on the domain.
    • The basic idea is the design should directly reflect the core business domain and domain-logic of the problem to solve
    • This helps understanding the problem as well as the implementation and increases maintainability of the software.
  • DDD uses common principles and patterns as "building blocks" to model & create a "supple design”
    • Supple: pliant, malleable, limber, yielding or changing readily.
    • The design is firm yet flexible, with structure and intent both clearly conveyed and deeply realized by the code.
  • Patterns of Supple Design include: Intention-Revealing Interfaces, Ubiquitous Language, Side-Effect-Free Functions, Assertions, Conceptual Contours, Standalone Classes, Closure of Operations, Declarative Style

15. Resources:

Resources on Emergent Design and Evolutionary Architecture Resources on Restructuring Resources on Technical Debt Resources on Modifiability Tactics Resources on Supple Design & DDD