Learning Agile Buchzusammenfassung - das Wichtigste aus Learning Agile

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Zusammenfassung von Learning Agile

Name: Learning Agile
Rating: 4.3 (285 reviews)
Author: Andrew Stellman and Jennifer Greene

Andrew Stellman and Jennifer Greene

Understanding Scrum, XP, Lean, and Kanban

4.3 (285 Bewertungen)

17 Min.

Inhaltsübersicht

Learning Agile
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What’s in it for me? An introduction to agile.

Customers don’t always know what they want – or need. As Henry Ford once put it, if he’d asked people what they wanted, they would have said “faster horses.”

Of course, Ford gave them cars. But imagine if he hadn’t. Years would have been wasted trying to satisfy that demand. Chances are, by the time Ford’s product hit the market, someone else would have already started selling cheap, reliable cars. His product would have been dead on arrival.

In this Blink, we’ll be talking about software development, not cars. But we’ll be looking at the same problem. That problem can be summed up in a single question: How do you deliver a valuable product to your customer, even if they can’t tell you what they really want or need?

One answer is the bundle of practices and principles known as agile. If you’ve heard that word before, you’ve probably also come across some related concepts – like scrum, kanban, XP, and lean. Oftentimes, there’s a temptation to rush into discussing these methodologies right alongside agile.

For Andrew Stellman and Jennifer Greene, the authors of Learning Agile, that risks putting the cart before the horse. There’s no point in getting into the nitty-gritty, after all, if we haven’t shown why you and your organization should even consider agile in the first place. So that’s what we’ll be doing in this Blink: looking at the why of agile.

To do that, we’ll follow a project from start to finish. Along the way, we’ll see how agile principles can help a team of software developers work more efficiently and effectively – and deliver a better product.

You can’t design good software in a vacuum.

Let’s talk about e-book readers for a second.

It’s easy to see why they’re so popular. The object itself is about the size of a regular paperback, but it holds thousands of books. Even better, every text is responsive to you, the reader. You can enlarge the words, change the font, or skip back and forth between the main text and references. With a single click, you can access libraries and catalogs; with another click, you can borrow or download new books onto your device.

In short, this is great software. It’s well designed. Convenient. Intuitive. It satisfies every stakeholder. Readers find it easy to use, and it displays texts accurately, which is important to authors. It also helps booksellers and publishers sell and distribute books.

The first e-book readers didn’t do all these things, though. In fact, it took over a decade of development before the software got to where it is today. Back in the early 2000s, it wasn’t clear what would make an e-book reader valuable. We only know that today because hindsight is 20/20 – which brings us to our little thought experiment.

Let’s go back in time. Imagine we’ve been tasked with developing the software to display electronic books on brand-new handheld devices. How will we approach our task?

Well, we’re actually going to do it in the worst possible way because this isn’t the kind of company that’s exploring new ways of building software. This is an old-school operation, with leaders who lead and followers – that’s us, the developers – who follow. In short, this isn’t the kind of office where you’ll hear the word “agile.” So let’s see how things play out.

The hardware team has already made a prototype. Picture a chunky black tablet with a USB port for loading books and a fiddly little keyboard for interacting with the reader. It's up to us to build the software that will display e-books on this gadget.

Our company applies what’s known as a waterfall process to its projects. What that means is that projects are front-loaded. All the product requirements are defined at the outset. As we said, leaders lead and followers follow. All the stakeholders – the senior managers, publishing representatives, online retailers, and so on – sit down and and hash out a plan. They outline requirements and come up with a specification that ticks all their respective boxes. Every other stage of the process, from design to development and testing, flows downstream from these decisions just as a body of water flows downstream from a waterfall.

So what’s in the specification? In a word, everything. This e-book reader is going to be revolutionary. It’s going to have tons of features. It'll capture market statistics for publishers. It’ll have an internet storefront for readers to buy books. Authors will be able to preview and edit their books as they write them. And it’s all going to be ready in 18 months.

Fast-forward a year and a half. Since this is a thought experiment, we don’t have to be realistic, so we’ll say the project is completed on time. And it’s all there – every requirement in the specification has been implemented, tested, and verified. Everyone’s happy.

Can you guess what happens next? The reader hits the market . . . and it flops. Hard. No one buys it.

What went wrong?

The thing is, people’s needs aren’t static – they change with the times. If your only choice is a horse, you want a faster horse. But a horse, no matter how fast, isn’t much use if everyone else is already driving cars. Similarly, the software that people needed 18 months ago isn’t the software they need today. Since our project began, a new industry standard for e-books has emerged. No retailer wants to publish our unstandardized format – it’s too much bother. And so none of our revolutionary features are supported, which means they’re no use to anybody.

This also means we’ve wasted lots of time and money creating software that’s not very valuable. So what should we have done differently?

Release imperfect software today, and you’ll end up with a better final product tomorrow.

Here’s where we went wrong: we were unresponsive. We spent 18 months working in a bubble to implement a plan that was out-of-date before it even reached the market. There were no adjustments. We weren’t flexible. Our project, in short, wasn’t iterative.

An iterative design process doesn’t take place in a vacuum. Instead, it rolls out products quickly, getting them to customers as soon as possible and gathering feedback. That feedback is the basis for improvements, which are then sent back to customers – again, as quickly as possible – so they can provide new feedback. At that point, the cycle restarts. To iterate, after all, means “to perform repeatedly.”

Embracing change is all about adopting the right mindset.

So there’s the answer to the question we asked earlier – what we should have done is put our software into the customers’ hands, so they could actually use it and give us feedback. If we’d done that, we would have realized there was a problem and changed course. That would have saved us the time, effort, and money we put into building an expensive dud.

Of course, changing course midway through a project is easier said than done. In practice, it’s usually a painful and unpleasant experience. You’ve made the difficult decisions. You know what you’re building. You know what your customers expect. Your workflow is established. It’s not plain sailing, exactly, but you’re making progress. And then someone from outside the project comes along and says that you’ve been on the wrong path the whole time. That all that planning and work was for nothing. That you have to circle back and start again. Worse, the person telling you to change course is the same person who put you on that path in the first place! They told you to build one thing, and now that you’ve built half of it, they’re telling you to do something else. It’s demoralizing – disrespectful, even. No wonder you get defensive and resist making changes.

Iterative processes keep you in touch with your customers.

OK, let’s go back to where we started. How can the agile principles we’ve explored help our troubled e-book reader project? Let’s find out by running the project again.

First, let’s remind ourselves why that reader flopped. It lacked some important features used by competing e-book readers, like supporting an industry standard format. Note, however, that this problem couldn’t have been predicted – or avoided. When our team went to work, there was no industry standard. Our emphasis, then, has to be on the team’s responsiveness to what it finds out once its work has already started.

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Worum geht es in Learning Agile?

Learning Agile (2015) is a no-nonsense guide to an often misunderstood concept – agile. The reason for that misunderstanding is simple: all too often, agile is bandied about as a one-size-fits-all solution to every conceivable organizational difficulty. Longtime agile practitioners Andrew Stellman and Jennifer Greene don’t see it that way. For them, agile is a great tool, but you have to know how – and when and why – to use it. And that starts with getting a grasp on agile’s underlying principles.

Wer Learning Agile lesen sollte

Software developers
Team leaders
Project managers

Über den Autor

Andrew Stellman is a developer, architect, speaker, project manager, and agile coach. He has over two decades of experience in the software industry. His clients include companies, corporations, and schools, like Microsoft, Bank of America, and MIT.

Jennifer Greene is development manager, business analyst, project manager, agile coach, and all-around expert on software engineering. Greene has worked across multiple industries such as media, finance, and IT consulting.

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