usc-cse executive workshop on agile methodologies, 3/12-14, 2002 ©2002 peter hantos 1 messrs....

USC-CSE Executive Workshop USC-CSE Executive Workshop on Agile Methodologies, 3/12-14, on Agile Methodologies, 3/12-14, 20022002

©©2002 Peter Hantos2002 Peter Hantos 1

Messrs. Taylor and Drucker: Messrs. Taylor and Drucker:

Meet Kent Beck and Alistair CockburnMeet Kent Beck and Alistair Cockburn Messrs. Taylor and Drucker: Messrs. Taylor and Drucker:

Meet Kent Beck and Alistair CockburnMeet Kent Beck and Alistair Cockburn

Dr. Peter HantosDr. Peter Hantos

XeroxXeroxDr. Peter HantosDr. Peter Hantos

XeroxXerox

USC-CSE Executive Workshop USC-CSE Executive Workshop on Agile Methodologies, 3/12-on Agile Methodologies, 3/12-14, 200214, 2002

© 2002 Peter Hantos© 2002 Peter Hantos SLIDE SLIDE 22

ObjectivesObjectivesObjectivesObjectives

• Provide an Executive Perspective …Provide an Executive Perspective ………This is an Executive Workshop, after allThis is an Executive Workshop, after all

• Share a Philosophical View … Share a Philosophical View … ……To Better Understand the “Buzz” and EmotionsTo Better Understand the “Buzz” and Emotions



The Real Issues Are NOT About …The Real Issues Are NOT About …The Real Issues Are NOT About …The Real Issues Are NOT About …

• CMM vs. AgileCMM vs. Agile• Pittsburgh vs. Wasatch MountainsPittsburgh vs. Wasatch Mountains• Process vs. No-ProcessProcess vs. No-Process• Time To MarketTime To Market• ……even software development aloneeven software development alone



They ARE About …They ARE About …They ARE About …They ARE About …

• (Business) PARADOX(Business) PARADOX

• (Business) STRATEGY(Business) STRATEGY



The Business ParadoxThe Business ParadoxThe Business ParadoxThe Business Paradox

“ “ Everything in business is a paradox. To be Everything in business is a paradox. To be excellent, you have to be consistent. excellent, you have to be consistent. When you are consistent, you’re When you are consistent, you’re vulnerable to attack.”vulnerable to attack.”- - Tom PetersTom Peters



Business StrategyBusiness StrategyBusiness StrategyBusiness Strategy

• What is Strategy?What is Strategy?– The art of devising plans toward a goal The art of devising plans toward a goal

• From Greek: From Greek: – stratagem – strategy stratagem – strategy – stratos – army stratos – army – agein – to leadagein – to lead

• The Classic View of Business is WarThe Classic View of Business is War– See the roots of the word “strategy”See the roots of the word “strategy”– Words like vulnerability, attack, the use of Sun-Tzu and Words like vulnerability, attack, the use of Sun-Tzu and

Clausewitz metaphors, all invoke the images of armed Clausewitz metaphors, all invoke the images of armed confrontations and war.confrontations and war.

• War is about WinningWar is about Winning– The credit for winning wars goes to the GeneralsThe credit for winning wars goes to the Generals



The Evolution of Business StrategyThe Evolution of Business StrategyThe Evolution of Business StrategyThe Evolution of Business Strategy

• Frederick TaylorFrederick Taylor– According to Taylor every job could be reduced to a According to Taylor every job could be reduced to a

simple, repeatable, mechanical set of activities that simple, repeatable, mechanical set of activities that even the stupidest, most unwilling worker can do. The even the stupidest, most unwilling worker can do. The message is: “Know your place!”message is: “Know your place!”

• Peter DruckerPeter Drucker– Drucker’s ideas on business are about hierarchy, top-Drucker’s ideas on business are about hierarchy, top-

down business operation and “Cdown business operation and “C22”. Organizations are ”. Organizations are about Organization, and everybody will be in their about Organization, and everybody will be in their respective place.respective place.

• Tom PetersTom Peters– ““It used to be Ready, Aim, Aim, Aim. Now it is Fire, It used to be Ready, Aim, Aim, Aim. Now it is Fire,

Fire, Fire…”. Fire, Fire…”.



New Voices – The Cluetrain ManifestoNew Voices – The Cluetrain ManifestoNew Voices – The Cluetrain ManifestoNew Voices – The Cluetrain Manifesto

• Christopher Locke Christopher Locke – ““Conversations among human beings sound human. Conversations among human beings sound human.

They are conducted in a human voice.” (#3)They are conducted in a human voice.” (#3)– ““In just a few more years, the current homogenized In just a few more years, the current homogenized

‘voice’ of business - the sound of mission statements ‘voice’ of business - the sound of mission statements and brochures – will seem as contrived and artificial as and brochures – will seem as contrived and artificial as the language of the 18th century French court.” (#15)the language of the 18th century French court.” (#15)

– ““Elvis said it best: We can’t go on together with Elvis said it best: We can’t go on together with suspicious minds.” (#29)suspicious minds.” (#29)

– ““We’d like it if you got what’s going on here. That’d be We’d like it if you got what’s going on here. That’d be real nice. But it would be a big mistake to think we’re real nice. But it would be a big mistake to think we’re holding our breath.” (#87)holding our breath.” (#87)

– ““We are waking up and linking to each other. We are We are waking up and linking to each other. We are watching. But we are not waiting.” (#95)watching. But we are not waiting.” (#95)



The Executive DilemmaThe Executive DilemmaThe Executive DilemmaThe Executive Dilemma

• Should I just set the goal, assure resources and Should I just set the goal, assure resources and get out of the way? get out of the way? – Provide a safe “sandbox” for peopleProvide a safe “sandbox” for people– Can I trust them? Can I trust them? – Will I succeed?Will I succeed?

• Should I approach business or software Should I approach business or software development as War instead?development as War instead?– No “sandboxes” for employeesNo “sandboxes” for employees– Command and ControlCommand and Control– What is the price of “waging war” for me and the What is the price of “waging war” for me and the

employees?employees?



Strategy Is a Value PropositionStrategy Is a Value PropositionStrategy Is a Value PropositionStrategy Is a Value Proposition

• Definition from Jamie Fabian/Stan RifkinDefinition from Jamie Fabian/Stan Rifkin– ““Strategy is a set of facts, assumptions, and perceptions Strategy is a set of facts, assumptions, and perceptions

underlying assessments of what is ‘valuable’ to someone.”underlying assessments of what is ‘valuable’ to someone.”

• Part of the value proposition is the value systemPart of the value proposition is the value system– Value system forming factorsValue system forming factors

• Childhood background/upbringingChildhood background/upbringing• Training background - Engineers vs. MBAs vs. “salesmen”Training background - Engineers vs. MBAs vs. “salesmen”• Military background (or lack of it)Military background (or lack of it)• Work/company experience backgroundWork/company experience background• Suffocated vs. containedSuffocated vs. contained• Need structure in personal life or notNeed structure in personal life or not• Happy Family - No Family - Playboy …Happy Family - No Family - Playboy …• Civic-minded or not (It is not the same as charity…)Civic-minded or not (It is not the same as charity…)• Personal style - patronizing or mentoringPersonal style - patronizing or mentoring• Etc.Etc.



How To Deal With the Changing World?How To Deal With the Changing World?How To Deal With the Changing World?How To Deal With the Changing World?

““Military” Military” ““Non-Military”Non-Military”

Win and ExpandWin and Expand Win-WinWin-Win

Fit the moldFit the mold Self-realizationSelf-realization

Accept sacrificeAccept sacrifice Job satisfaction, life balanceJob satisfaction, life balance

Loyalty to leaderLoyalty to leader Multiple loyalties, familyMultiple loyalties, family

Accept collateral damageAccept collateral damage All people are importantAll people are important

AccelerationAcceleration DecelerationDeceleration

Secrets, Code of silence Secrets, Code of silence OpennessOpenness

The Leader’s DialThe Leader’s Dial

Your Choices Will Determine Your Organization’s Culture!Your Choices Will Determine Your Organization’s Culture!



Agility as a Business StrategyAgility as a Business StrategyAgility as a Business StrategyAgility as a Business Strategy

• AgilityAgility– The narrow dictionary definition:The narrow dictionary definition:

• Ready ability to move with quick easy grace, agile is Ready ability to move with quick easy grace, agile is being quick and resourcefulbeing quick and resourceful

• Agility has to be more than ReactivityAgility has to be more than Reactivity– Reactivity is dancing like a boxerReactivity is dancing like a boxer

• To avoid punchesTo avoid punches• Deliver punches at the right opportunitiesDeliver punches at the right opportunities

– In business we also need to “dance”…In business we also need to “dance”…• … … but can not and should not wait for competitors to but can not and should not wait for competitors to

force us to make the moveforce us to make the move• We need to change direction at the We need to change direction at the rightright time time

• Ultimately we want the Ultimately we want the businessbusiness be agile be agile



Changing Directions in the EnterpriseChanging Directions in the EnterpriseChanging Directions in the EnterpriseChanging Directions in the Enterprise

• Example Enterprise Portfolio Structure with Example Enterprise Portfolio Structure with specific markets and associated strategies:specific markets and associated strategies:– CompanyCompany

• DivisionDivision– Business UnitBusiness Unit

» Product LinesProduct Lines - Specific Products and Services- Specific Products and Services

• An Enterprise can not be agile on every levelAn Enterprise can not be agile on every level– Agile Components do not guarantee Agile SystemsAgile Components do not guarantee Agile Systems

• Finding the balance is the real challengeFinding the balance is the real challenge

• Nevertheless, there is a constant pressure on Nevertheless, there is a constant pressure on companies to redefine themselves and redefine companies to redefine themselves and redefine their marketstheir markets



Pipeline View of Product PortfolioPipeline View of Product PortfolioPipeline View of Product PortfolioPipeline View of Product Portfolio

IOCIOCLCALCALCOLCO LAUNCHLAUNCH

Initiating New Initiating New Generations Generations of Productsof Products

Agility of Agility of InnovationInnovation

Launched ProductsLaunched Products

Agility: Rapid Innovation and making the right decisions at LCAAgility: Rapid Innovation and making the right decisions at LCA

““Project Kill” DecisionsProject Kill” Decisions



Product Development Framework*Product Development Framework*Product Development Framework*Product Development Framework*

• Functionally Focused Project ManagementFunctionally Focused Project Management– The definition and interpretation is similar to what the The definition and interpretation is similar to what the

CMM says about Level-2CMM says about Level-2• … … but there are no software specific definitionsbut there are no software specific definitions

• Cross-Functional Project ManagementCross-Functional Project Management– Similar to what the CMM says about Level-3Similar to what the CMM says about Level-3

• ““Organization” is a collection of projectsOrganization” is a collection of projects

• Enterprise-wide Integration of Product Enterprise-wide Integration of Product DevelopmentDevelopment– No CMM EquivalentNo CMM Equivalent

• The nearest concept would be the recursive application The nearest concept would be the recursive application of the CMM’s “Organization” definitionof the CMM’s “Organization” definition

* * Source: PRTM (Pittiglio, Rabin, Todd & McGrath) ConsultingSource: PRTM (Pittiglio, Rabin, Todd & McGrath) Consulting



““Agile” on the Functional (Project) LevelAgile” on the Functional (Project) Level““Agile” on the Functional (Project) LevelAgile” on the Functional (Project) Level

• Anything goesAnything goes– My viewMy view

• If you wish to sit together with somebody, nobody should If you wish to sit together with somebody, nobody should prevent it anywayprevent it anyway

• Talking to other people too? Even better…Talking to other people too? Even better…

• Agile Anarchists: Meet Steve Mc ConnellAgile Anarchists: Meet Steve Mc Connell– Software Development feature article, October 1997: “Less Software Development feature article, October 1997: “Less

Is More” dealt with relevant issues:Is More” dealt with relevant issues:• The relationships between team size, communication, “project The relationships between team size, communication, “project

memory”memory”• Effect of project size on errors and productivityEffect of project size on errors and productivity• ““Horrible Dictu”, even the DoD has a system to scale down the Horrible Dictu”, even the DoD has a system to scale down the

degree of formality for projectsdegree of formality for projects

• But Beware of the illusion of small projects But Beware of the illusion of small projects



The Illusion of Small ProjectsThe Illusion of Small ProjectsThe Illusion of Small ProjectsThe Illusion of Small Projects

Assume 3-6 Month Published Project DurationsAssume 3-6 Month Published Project Durations• Limited scope and independent projectsLimited scope and independent projects

– No Illusion, it IS short…No Illusion, it IS short…

• Compressed Schedule (but still not a radar system…)Compressed Schedule (but still not a radar system…)– Most likely the necessary detailed planning and asset pre-Most likely the necessary detailed planning and asset pre-

positioning is positioning is notnot included in the published duration included in the published duration

• Highly Leveraged ProjectsHighly Leveraged Projects– Most Web-development projectsMost Web-development projects

• The following factors most likely are The following factors most likely are notnot included in the published included in the published project durations:project durations:

– Architectural COTS decisions, COTS component selectionArchitectural COTS decisions, COTS component selection– COTS product/vendor assessmentCOTS product/vendor assessment– COTS verificationCOTS verification– Compatibility assessment amongst selected COTSCompatibility assessment amongst selected COTS– Vendor negotiationsVendor negotiations– Any kind of experimentation with technology innovationsAny kind of experimentation with technology innovations– Etc.Etc.



Use of Agile Methods on Other LevelsUse of Agile Methods on Other LevelsUse of Agile Methods on Other LevelsUse of Agile Methods on Other Levels

• Enterprise LevelEnterprise Level– No particular help hereNo particular help here

• Cross-functional or Organizational LevelCross-functional or Organizational Level– The software community is investigating the The software community is investigating the

possibility of hybrid methodspossibility of hybrid methods– One of the feasible offers is:One of the feasible offers is:

• Opportunistic use of process models, hybridsOpportunistic use of process models, hybrids– Treat them as toolboxesTreat them as toolboxes

» (But it is not clear if this is viable…)(But it is not clear if this is viable…)

– What we need:What we need:• Maintaining the organizational focusMaintaining the organizational focus

– Encapsulated, or “CMM-Wrapped”(?) modelEncapsulated, or “CMM-Wrapped”(?) model» (But it is not clear if this is either feasible or viable…) (But it is not clear if this is either feasible or viable…)



Hybrid 1: Making the Process SaladHybrid 1: Making the Process SaladHybrid 1: Making the Process SaladHybrid 1: Making the Process Salad

• Start with the dressing:Start with the dressing:– ““Oil and Water”…Oil and Water”…

• Cherry-pick your garden vegetables:Cherry-pick your garden vegetables:– ““From Column A and Column B…”From Column A and Column B…”

• Pair programmingPair programming• Diligent Unit TestingDiligent Unit Testing• Implementing Coding StandardsImplementing Coding Standards• Communicating frequentlyCommunicating frequently• Use of risk assessment and mitigationUse of risk assessment and mitigation• Etc. Etc.

• The problem with this salad:The problem with this salad:– Even if you were able to mix oil and water…Even if you were able to mix oil and water…

• Some vegetables just don’t go togetherSome vegetables just don’t go together• It is still only a salad and not a full mealIt is still only a salad and not a full meal



Hybrid 2: Encapsulation or CMM “Wrap”Hybrid 2: Encapsulation or CMM “Wrap”Hybrid 2: Encapsulation or CMM “Wrap”Hybrid 2: Encapsulation or CMM “Wrap”

• Practically Agile/Extreme Methods would replace or Practically Agile/Extreme Methods would replace or reinvent CMM Level 2 practicesreinvent CMM Level 2 practices– The Vision of Encapsulated Agile TeamsThe Vision of Encapsulated Agile Teams

• Total freedom (“extremism”) on Project Level but use of CMM Total freedom (“extremism”) on Project Level but use of CMM concepts on Organizational Levelconcepts on Organizational Level

• Project Level processes are allowed to be “holographic”Project Level processes are allowed to be “holographic”

• Why would we consider it?Why would we consider it?– Agile PartAgile Part

• Developers who are involved in it seem to like itDevelopers who are involved in it seem to like it– It is a fad, but seems to be a true “grass-roots” oneIt is a fad, but seems to be a true “grass-roots” one

• It offers some help to worn-down change agentsIt offers some help to worn-down change agents– CMM partCMM part

• We want to maintain the needed structure, planning, tracking, We want to maintain the needed structure, planning, tracking, formalism on Cross-functional/Organizational Levelformalism on Cross-functional/Organizational Level

• It offers opportunities to “step-back”, “look around” and “look It offers opportunities to “step-back”, “look around” and “look forward” (i.e. systematic improvement…)forward” (i.e. systematic improvement…)



It is Neither Feasible Nor ViableIt is Neither Feasible Nor ViableIt is Neither Feasible Nor ViableIt is Neither Feasible Nor Viable

Process is informaland ad hoc

Project management practices are

institutionalized

Technical practicesare integrated with

management practicesand institutionalized

Product and process arequantitatively controlled

Process improvementis institutionalized

Level Process Characteristics Management Visibility

In Out

In Out

In Out

In Out

In Out

MANAGED:

DEFINED:

REPEATABLE:

INITIAL:

OPTIMIZING:

• Can’t institutionalize without repeatability

• Forget about Management Visibility and Quantitative Methods

• Forget about Methodical Process Improvement and Optimization

• Can’t institutionalize without repeatability

• Forget about Management Visibility and Quantitative Methods

• Forget about Methodical Process Improvement and Optimization



People Have a First Order EffectPeople Have a First Order EffectPeople Have a First Order EffectPeople Have a First Order Effect

• Alistair Cockburn:Alistair Cockburn:– Understanding the effect of people in Software Understanding the effect of people in Software

Development should become the primary area of Development should become the primary area of studystudy

• Communication timing and modalitiesCommunication timing and modalities• Disciplined consistency is a fragile propositionDisciplined consistency is a fragile proposition• People vary daily and group to groupPeople vary daily and group to group• People like to be good citizens and take initiativePeople like to be good citizens and take initiative• Communication makes up for inconsistenciesCommunication makes up for inconsistencies

– This is not a new idea, says CockburnThis is not a new idea, says Cockburn• Gerald M. Weinberg emphasized the importance of the Gerald M. Weinberg emphasized the importance of the

psychology of computer programming 30(!) years agopsychology of computer programming 30(!) years ago



Not Only the “Anarchists” are DiscontentNot Only the “Anarchists” are DiscontentNot Only the “Anarchists” are DiscontentNot Only the “Anarchists” are Discontent

• Focused Workshop on InnovationFocused Workshop on Innovation– SoCal SPIN Meeting, February 22, 2002SoCal SPIN Meeting, February 22, 2002– Attendees from Northrop, Raytheon, TRW, Xerox …Attendees from Northrop, Raytheon, TRW, Xerox …– The objective of the workshop was to teach a specific The objective of the workshop was to teach a specific

improvement process (“Six Thinking Hats”)improvement process (“Six Thinking Hats”)• Participants were asked to vote on a single process they Participants were asked to vote on a single process they

want to work on at the workshop want to work on at the workshop • Participants insisted on a problem, even though they were Participants insisted on a problem, even though they were

repeatedly warned that it was not even a process:repeatedly warned that it was not even a process:

• Managers Do Not Walk the Talk!Managers Do Not Walk the Talk!– The brainstormed solutions showed only a thinly veiled, The brainstormed solutions showed only a thinly veiled,

deep anger deep anger • … … irrespective of what company the workshop participants irrespective of what company the workshop participants

came fromcame from



The “New”(?) Culture We NeedThe “New”(?) Culture We NeedThe “New”(?) Culture We NeedThe “New”(?) Culture We Need

• Checks-and-balancesChecks-and-balances– Both executives and employees should appreciate itBoth executives and employees should appreciate it

• Decision MakingDecision Making– Assertive and SpeedyAssertive and Speedy

• ResponsibilityResponsibility– Clear boundariesClear boundaries

• AccountabilityAccountability– Clear and ConsistentClear and Consistent

• Risk TakingRisk Taking– How are the risk takers treated?How are the risk takers treated?

• Open Communication and TrustOpen Communication and Trust– Trust needs to be earnedTrust needs to be earned

• … … but trust is not a replacement for checks-and-balancesbut trust is not a replacement for checks-and-balances

• Personal IntegrityPersonal Integrity– (Isn’t it a novel concept?…)(Isn’t it a novel concept?…)



ConclusionsConclusionsConclusionsConclusions

• Agility is a virtueAgility is a virtue

• We need Organizational/Enterprise agilityWe need Organizational/Enterprise agility– Choosing Agile Methodologies is not the answerChoosing Agile Methodologies is not the answer

• Agile Projects do not make Agile CorporationsAgile Projects do not make Agile Corporations

• Human-centered approach is promisingHuman-centered approach is promising– Walk away from the Taylorian exploitationWalk away from the Taylorian exploitation– Let people leverage their valuesLet people leverage their values

• Culture Change starts with your own cultureCulture Change starts with your own culture– ……particularly if you are an executive!particularly if you are an executive!

usc-cse executive workshop on agile methodologies, 3/12-14, 2002 ©2002 peter hantos 1 messrs....

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