Agile

The Goal

It’s a trend that young people don’t read books anymore. Instead they spend time on social media or playing computer games. I, who read a lot of books, see this as a problem. Therefore I really like the initiative from Goldratt Books, to re-publish the legendary book ”The Goal” from 1984, but now as a business graphic novel! Hopefully this format will make the Millennials get the invaluable information about Theory of Constraints.

The full title of the book is ”The Goal: A Business Graphic Novel”, and the original was written, as you all may know, by Dr. Eliyahu M. Goldratt. Dwight Jon Zimmerman and Dean Motter have made the adjustments to this new format of graphic novel, and the book has 143 pages and was released in August 2017.

”The

Content

The book starts with an introduction by Efrat Goldratt-Ashlag (daughter of Dr. Eli Goldratt). Back in 1984 Eli wanted to present his new idea (Theory of Constraints) in a way that would stand out from the normal ”boring” management books. He choose the format of a business novel (or, as some say, a teaching novel). The publishers were sceptical but one of them believed in the format of a novel, and published it. 7 million copies sold, and translation to 32 languages showed that the decision was right! Now Efrat wants to do the same thing her father did, using the graphic novel format to appeal to the readers of today!

What is the story? It’s about a factory (the Unico plant) that has run into severe problems (like late shippings) resulting in layoffs. Alex Rogo, a newly appointed plant manager, is put in charge to fix the problems. Alex spends his time in numerous and seemingly meaningless management meetings. He struggles to find out what the problems for the factory really are, but he finds no answers. One day, at the airport, he runs into his old professor Jonah and asks his for advice. Jonah becomes the mentor to Alex, in his pursuit to fix the problems to save the Unico plant. As the story goes along, the ”bits and pieces” of Theory of Constraints are explained in order to help Alex. I will not give away anything more about the story, you simply have to read it yourself! 🙂

However, I end this review with ”The 5 focusing steps of Theory of Constraints”:

  1. Identify the system constraint(s).
  2. Decide how to exploit the system constraint(s).
  3. Subordinate everything else to the above decision(s).
  4. Elevate the system constraint(s).
  5. Go back to step 1. Warning: Do not allow inertia to cause a system’s constraint.

”The

Recommendation

First of all, ”The Goal” is one of the classics. If you haven’t read it, you should really pick up a copy. I really like the graphic novel format. It appeals to me, and hopefully to numerous of others. This is a must read that I can highly recommend!

All the best,
 Tomas from TheAgileist

Advertisements

The Journey

Right now, when I start to write this blog post, I’m on my way back from the best journey I have ever done! We have been four families, with an age span from 4 to 54, travelling to various locations in the United States (like Hawaii, San Francisco & Los Angeles). We all come from Sweden so it’s a long journey, both in distance and time for us. In this blog post, I will tell about which tools and Agile practices we used to make this journey successful!

”TheJourney

Picture 1 – Sunset seen from Santa Monica Pier

Pre-planning

Google Hangouts

Since the four families lives in different places in Sweden, we needed a tool for our planning meetings. We choose Google Hangouts, mainly because some of us use it at work. The planning meetings had no real structure, but screens we shared to for example show interesting hotels that we could book in the different locations we were visiting. The messaging function of Google Hangouts was also used heavily, to send information and URL:s back and forth. This planning meetings started out already in March (nine months prior our departure).

”TheJourney

Picture 2 – Conversion on Google Hangouts planning the trip

Airtable

After a while, we had agreed on a travel plan and we started to do bookings of flights and hotels. We took help from a Traveling Agency for some of the bookings (they were for example able to book cheaper flights). With a lot of information gathered that we needed to keep track of, we selected Airtable as the tool. It is an online tool, and it is easy to invite members to use it. It can be seen as a cross-over between a spreadsheet and a Kanban-board. We used Airtable to store information about our booked flights and hotels as well as suggestions of tourist attractions we wanted to visit.

”TheJourney

Picture 3 – Collection of tourist attractions we wanted to see, gathered in Airtable

The actual journey

The framework for the journey was set with all the bookings we had made. We knew how many days we had planned to stay at each location.

Planning meeting for activities

When we arrived at a new location I hosted a planning meeting to have everyone to agree on what activities we should do the upcoming days. Given the span in age and different interest in the activities, we of course sometimes splited the group of four families into other constellations. Overall, we kept a general plan for each location that everybody agreed upon.

Board for activities

To capture and visualise the planning I put up a simple board with post-its on whatever I found suitable (pro-tip: bring your own tape to make the post-its stick better 🙂 ). One column for each day at the location, and three rows dividing a day into three sections: Before lunch, afternoon and evening. This showed to be pretty sufficient for our needs.

”TheJourney

Picture 4 – A planning board on a glass table

Google Maps

All four families rented their own car for travelling in California, US. The traffic in Los Angeles can be pretty hectic, so it was nearly impossible for us to drive together as a group. To solve this problem we planned routes using Google Maps. We did that at the hotel, while having access to wi-fi. The good thing with Google Maps are that routes can be downloaded (the person who planned the route shared the link using Google Hangouts, and all the other ”navigators” in the separate cars downloaded it to their phones, while having wi-fi access). This way we saved money, not to use roaming to get mobile data. The one thing you miss navigating after an offline route, is traffic updates. Normally this is no problem. But it becomes obvious during rush hours, then Google Maps can offer alternative routes depending on the traffic situation. Sometimes we turned on mobile data when driving in rush hour, to get these traffic updates. 

Overall, we had a very positive experience using Google Maps on the phone for navigating, compared to an ordinary GPS. Actually, the car rental firm wanted 197$ for GPS in the car. Way to expensive!

”TheJourney

Picture 5 – Navigating using Google Maps, shown in offline and night time mode

Summary

The stuff described above helped us to have the structure needed to be able to perform a trip of this kind, without any major disappointments. Travelling a large group together can be quite challenging, and I wouldn’t recommend doing it without any pre-planning/structure (carpe diem may work if you are a smaller group).

All the best,
 Tomas from TheAgileist

Top Ten List – Books

Today I visited Stockholm Lean Coffee. It was my first visit in a long time, and the discussions were very giving as usual! The question that I brought to the table was the one of tips of (new) Agile books to read. I got a few suggestions that I can come back to later, when I’ve read them. For now, I will share with you my top ten list of the most inspiring Agile/Lean/Management-books that I have read. Here it goes, in reversed order for most excitement, of course! 🙂

”Top

Top Ten List – Books

10. #Workout (Managing for Happiness)

I start off with the one and only book that yours truly have contributed to. 🙂 It’s the “#Workout”- book that Jurgen Appelo self-published. See my short review here. It has now been withdrawn from the market, and replaced by “Managing for Happiness: Games, Tools, and Practices to Motivate Any Team”. Most of the chapters from the first book was transfered over to the new one that is available for purchase.

9. Scrum and XP from the trenches, 2nd edition

My Agile journey really kicked-off by reading this book back in 2008 (it was then the 1st edition, released 2007). It gave me the understanding that it was possible to build software without using the waterfall model! The 2nd edition is annotated by Henrik Kniberg, sharing eight more years of his experience. Here is my review of the 2nd edition.

8. Creativity, Inc.

Ed Catmull is an astonishing leader! This book is his biography, but also tells you the story on how to build an innovative and creative company, like Pixar (nowadays a subsidiary of The Walt Disney Company). In his career he made art and technology come together. Here is my review of the book.

7. Soft Skills

Before I started this blog I had a strong desire of writing a book myself. But I had no idea on how to do it. Via Manning I got involved in a MEAP (Manning Early Access Program) providing feedback to this book “Soft Skills”, to get me “into the world of book writing”. It turned out that John Sonmez are a quite nice fellow! 🙂 “Soft Skills” clarifies personal kaizen.

6. This is Lean

This is my Lean-bible! It taught me the “secret sauce” of flow efficiency (work moves fast through the process) over resource efficiency (people to be busy at all times). I read this book long before I started blogging, therefore I don’t have any formal review, instead you can read this blog post that sums up my thoughts regarding this.

5. Moments of Truth

This book I first read in Swedish (then it is called “Riv pyramiderna!”). The author Jan Carlzon states that a leader of a company can’t be an isolated and autocratic decision maker. Instead, he or she must be a visionary, a strategist, an informer, a teacher, and an inspirer.The values presented in this book are well inline with the agile thinking, talking about empowered teams that are cross-functional and customer focused. Here is the review.

4. Agile Project Management with Kanban

I immediately bought this book after I heard about it, since I’m both into project management and Kanban! And yes, the book fit me like a glove! It’s a true gem, a perfect Agile book in 160 pages. Read more about it here.

Ok, we are approaching top three now…

3. The Innovators

”The Innovators” is Walter Isaacson’s followup book to the ”Steve Jobs”-biography that I think many of you have read. The book holds 500 pages plus, that covers the whole history of the digital revolution from the 19th century to present time. The main takeaway from this book is that creativity is a collaborative process. That innovations comes from smart people working together as a team, rather than from a lone genius. Here is my review.

2. Kanban in Action

This is my personal favourite amongst the books about Kanban! I’ve read it several times. It sort of changed how I see things, and even how people anticipate me, as you can read in the review that I end with: ”I can truly recommend ’Kanban in Action’ to anyone that wants to know just the slightest bit about managing knowledge work. From the first moment I started reading it, this has been my holy bible of Kanban!”.

And the winner is…

1. The Nature of Software Development

This book is written by Ron Jeffries, one of the original Agile Manifesto signatories. It was published 2015 and is a truly agile book with 150 pages full of wisdom! And questions. That can raise wisdom. If you ask me, I think this book is fantastic! Since the chapters are so short and to the point, it’s almost like reading poetry. Agile poetry. This is the ”true north” or ”guiding star” in Agile we all should aim for! Read my full review here.

Summary

I hope you liked this top ten list of books! If you did and tell me, I can make more of this type of lists in the future. It was quite fun compiling it. 🙂 Until next time!

All the best,
 Tomas from TheAgileist

Agile Metrics in Action

Time flies! It’s been a while since I did some blogging, but now I’m back with a book review ”Agile Metrics in Action” from Manning Publications. The subtitle is ”How to measure and improve team performance”. This is an interesting topic I must say! If you do a change in your team, how do you know if it was for the better, or for the worse? You need to have some information, to be able to compare before, and after, the change. Voila, metrics comes in! The book is written by Christopher W. H. Davis and has 270 pages, it was released in July 2015.

”Agile

Content

The book consist of 10 chapters divided into three parts. The chapters are:

  1. Measuring agile performance
  2. Observing a live project
  3. Trends and data from project-tracking systems
  4. Trends and data from source control
  5. Trends and data from CI and deployment servers
  6. Data from your production systems
  7. Working with the data you’re collecting: the sum of the parts
  8. Measuring the technical quality of your software
  9. Publishing metrics
  10. Measuring your team against the agile principles

In software development we need measurement of what we produce, of course, but also measurement of the impact of the changes we make to improve delivery. Collect, measure, react & repeat – these are the steps in the feedback loop that we want to use.

”A method of measuring something, or the result obtained from this” – metrics defined by Google

In the software development lifecycle (SDLC) data to use as metrics can be obtained from the following sources:

  • Project tracking
  • Source control
  • Continuous integration
  • Deployment tools
  • Application monitoring

Development teams should be responsible for tracking themselves through metrics that are easy to obtain and communicate!

From your project tracking system (PTS), like JIRA or Rally, you can get the following:

  • Burn down chart
  • Velocity
  • Cumulative flow
  • Lead time
  • Bug counts

But why stop with only this? The book has a tip about tagging your tasks with as much data as possible. Tag for example all tasks that get automated tests written for them with:
#automated

With a clever query in your PTS, you can use this tag to create a new metric, representing the percentage of the tasks that are covered with automated tests. Store this metric over time, and you can see trends, to answer the question ”Are my automated test coverage going up or down?”. Another useful thing, is called recidivism, which is the measurement of tasks as they move backward in the predefined workflow. If a task moves from development to QA, fails validation, and moves back to development, this would increase the recidivism rate.

Source control is where your code is being written and reviewed and is a great source to complement the PTS data for better insight into how your team is operating. Continuous development starts with continuous integration (CI), the practise of continuously building and testing your code as multiple team members update it. Also use data from your deployment tools and application monitoring to combine everything into powerful metrics, that can tell the team and other stakeholders a lot about the current situation!

To calculate a custom metric you need two things:

  • Data to generate the metric from (as mentioned above)
  • A function to calculate the metric (can be in a range from very simple to super advanced. But remember you should be able to communicate your metric to other people!)

Recommendation

The book ”Agile Metrics in Action” does a good job in thoroughly explaining the topic about metrics. This is done with informative texts, together with a lot of pictures! If your are interested in metrics to help you improve your team, you should definitely check this book out!

All the best,
 Tomas from TheAgileist

Self-Organization & The Planning Board

Last summer I wrote about how I used some agile principles and practices to handle three problems we faced when living four families together in a small summer house. You can find that blog post here. When my vacation started, I spent some time thinking on improvements for this year’s stay (bringing together in total 19 persons). When everybody arrived I had prepared some new ”tools” for self-organization, with the Planning Board as the major new idea!

”The

These are the ”tools” we used

The Planning Board

The planning last year was compelled of a to-do list, and a schedule for the daily meals put up on the most central place in the house (i.e., the fridge :)). This set up worked well enough, but I wanted to improve it this year, and ended up with the Planning Board as shown in the picture above. It’s a matrix for each day in the week (that consisted of our stay in the summer house) with time slots (before lunch, lunch, afternoon, dinner and evening). To fit on the fridge the largest pager I could use was in A3 format, so I had to do my own stickies to be able to fit it all (cutting pieces of paper and using tape). As you may recall, ruler, scissors and tape are amongst my favorite agile tools! 🙂

”The

Above is a picture of the completed planning board, before any stickies were added. As you can see, I took the opportunity to make it colorful. Some additional information was also added to the board.

Below you can see the planning board, before the week started placed on the fridge (as said, the most central place in the house, where everybody passes several times a day).

”The

Initiatives

A sticky on the planning board represented an initiative. Maybe we could have used the word activity as well, but initiative felt better and more generic to fit our purpose. Each initiative had a driver (marked with ”D: <Name/s>”) on the sticky. The driver was the main responsible person for the initiative. Some initiatives regarded all persons, so they were marked with ”D: All”.

Some of the initiatives were given from previous years (like some shorter trips we like to do), so I added them before the week started to the planning board.

So could anyone just add an initiative? The answer here is both yes and no! Yes, because there were no rules for who could add a new initiative and no because some ”secret rules of self-organization” applied. I will explain them now. First, the driver needed sponsor(s) for the initiative. I.e. person/s that agreed and would ”join in”. Since most of the initiatives didn’t involve any major costs, finding sponsor(s) for the driver was pretty easy (”Shall we do this? Yes, that sounds like an good idea, let us add that to the planning board.”). A few initiatives involved cost, and they had to be funded, i.e. agreed upon with the owner of the summer house.

”The flyer”

To communicate about the initiative the driver in some cases used a flyer. Those didn’t fit on the fridge so we used a door for that. On the flyer the following information was stated:

  • Name of the initiative
  • Short description of the initiative
  • Name of the driver(s)
  • A motto
  • If participation was mandatory or not (the children put up a show every year, and attendance to that is always mandatory 🙂 )
  • Preferred time for the initiative (maybe if it was best suited as an evening activity)
  • An inspiring picture
  • Additional information.

The door

”The

Here you can see the door in the beginning of the week with five flyers added. The door also contained some feedback boards, that gave the opportunity for anyone that wanted, to give feedback (whether it was positive, negative or suggestions for improvements).

The planning meeting

After the dinner when all the participants had arrived, we held a planning meeting. At the meeting, this years new ”tools” were explained and we also did the first version of the planning (i.e., putting up all the stickies) on the planning board. Later some stickies changed back and forth during the week, mainly because some of them were weather sensitive. So the planning was like a guideline that we could follow, not rigid, and given the possibility to be flexible. This worked out really well during the week!

Self-Organization

With the ”tools” describe above the ecosystem was set enough to allow for self-organization! No-one was forced to do an initiative. Naturally the driver started and others would ”dig in”. This worked out really well during the week!

Hey, so you mean no problems at all occurred? Well yes, of course some problems occurred and needed to be sorted out. Mainly those discussions were handled by the four siblings (representing the four families). They came to an agreement in consensus, and in all cases I am aware of, everyone else aligned to that decision. Metaphorically, you can see this as the driver seeking sponsors to fund the initiative.

What happened?

Initiatives (a lot of them)

A lot of initiatives, with high commitment and value! It felt like more activity than previous year. New initiatives emerged during the week (I’m super happy with this, that showed that the ecosystem for self-organization really worked). Here is an example: One of the first evenings, an adult conducted a music quiz, following evenings many of the children held there own quizzes (with their music, almost impossible for the adults to guess :)).  Another example is building of a new porch for one of the smaller houses. This was an initiative that kept going ”in the background” during several days of the week (first to tear down the old porch, get rid of that, and then building the new).

Committed drivers (most of them)

In most cases, pin pointing a driver was really beneficial for the initiative, and the outcome was much better than leaving this with ”handled by whom it concern”. For one initiative I had higher hopes on the driver. In reflection maybe I should have taken a step back to get more involvement (I produced the flyer for this initiative, while not being the driver).

Alignment

Very little arguments or problems occurred during the week (less than previous year). All the people were aligned in terms of them knowing what was going on (a child knowing what day the Aqualand visit is planned, to an adult knowing who is responsible for making the dinner). The whole week was pretty much smooth sailing all the way!

Agile things we used

Open Space

If you are unfamiliar with Open Space, you can read more about it here. Basically I thought of the week like a long open space where initiatives (instead of topics) where put into time-slots.

Visualizations

The Planning board and the feedback boards are examples of visualizations.

Feedback door

Jurgen Appelo have come up with the idea of a feedback door. That inspired me to our door, as seen in the picture below (depicted after the week had ended).

”The

Planning meeting

Like the sprint planning meeting (in Scrum), we had a planning meeting with all participants to get understanding and alignment.

Self-Organization

I got some new inspiration regarding self-organization from reading the book ”Team of Teams”, which is may latest book review that you can find here.

Summary

Reading the feedback that was given about the week, it seems like a success (the only thing people complained about, was the weather – which wasn’t as good as it can be). I’m happy that everything I’ve set up worked out well, and that we improved from last year (kaizen – continuous improvements, remember?). It was also great to see the high commitment in the initiatives! Hopefully you now have some ”tools” to use when you want to bring structure to many people living together in a limited area during their vacation, or if you can use them in your daily work!

All the best,
 Tomas from TheAgileist

Team of Teams

Time has come for another book review. The Summer is, for me at least, time for reading and reflection. I’ve seen the book ”Team of Teams” been recommended within the agile community, and therefore it caught my interest. I really liked ”Turn the Ship Around” by L. David Marquet, retired from U.S. Navy. This book is written by General Stanley McChrystal, retired from U.S. Army. The subtitle is ”New Rules of Engagement for a Complex World”. It holds some 250 pages, and was released in November 2015.

”Team

Content

The book consist of 12 chapters divided into five parts. The chapters are:

  1. Sons of Proteus
  2. Clockwork
  3. From Complicated to Complex
  4. Doing the Right Thing
  5. From Command to Team
  6. Team of Teams
  7. Seeing the System
  8. Brains Out of the Footlocker
  9. Beating the Prisoner’s Dilemma
  10. Hands Off
  11. Leading Like a Gardener
  12. Symmetries

So what is this book about? I find this quote in the foreword: ”Management models based on planning and predicting instead of resilient adaptation to changing circumstances are no longer suited to today’s challenges”. The main story told in the book is the one about General McChrystal’s experiences from leading the Task Force in Iraq in their war against Al Qaeda. How they were badly beaten and had to change the whole organization from silos to to a network, to be able to succeed. The primary lesson that emerged, was the need to scale to adaptability and cohesiveness of small teams up to the enterprise level. General McChrystal calls this ”Eyes On – Hands Off” leadership. Meaning supervising of processes ensuring that silos or bureaucracy that dooms agility were avoided, rather than focus on making individual operational decisions.

Some new vocabulary, for me at least, from the military is used throughout the book. One example is ”limfac”, that stands for limiting factor (the one element in a situation that holds you back). I will start to use that!

For a very long time the focus of management have been on efficiency. Getting the most of a desired output (y), with the least available input (x). Now the focus needs to be on adaptability.

”Efficiency is doing the things right; effectiveness is doing the right thing.” – Peter Drucker

Sadly, in many cases still, the opposite holds true. Greatly summarized in the sentence: ”Great landing, wrong airport!”, that I’ve seen heavily shared within the agile community.

How we set up physical space really matters, and is reflected in how people work and behave. ”If you lock yourself in your office, I don’t think you can be a good executive” is a quote by Michael Bloomberg found in this book.

I chapter 9, The Prisoner’s Dilemma is introduced. From a management perspective it has interesting implications. It suggests that there are circumstances in which cooperation is better than competition. This seems obvious, but many managers assume that the healthy competitiveness between companies (that is the lifeblood of the free market), also shall be used within companies. People and departments within a company needs to see the whole to be able to cooperate fully, without having their own ”hidden agendas” (that can be the case in many companies today). The infamous problems with the car models Chevy Cobalt and Pontiac G5 (where GM had to recall 800,000 vehicles in 2014) is summarized with the following sentence: ”It was a perfect and tragic case study of the consequences of information silos and internal mistrust”.

Instead the following quote from Alan Mullally, CEO of Ford, leading their successful return in the market during recent years, shall be a guideline:

”Working together aways works. It always works. Everybody has to be on the team. They have to be interdependent with one another.”

Sandy Pentland, a MIT professor, states the two major determinants of idea flow; ”engagement” within a small group like a team or department, and ”exploration” – frequent contact with other units. In other words: a team of teams.

Finally, how should a leader lead? General McChrystal belief is (and I totally agree) ”leading like a gardener”, meaning:

  • Shaping the ecosystem (instead of ”moving pieces on the board”).
  • Delegate decisions to subordinates.
  • Creating and maintaining the teamwork conditions (”tending the garden”), a delicate balance of information and empowerment.
  • Drive the operating rhythm, with transparency and cross-functional cooperation.
  • Shape the culture.
  • Focus on clearly articulated priorities by explicitly and repeatedly talking about them.
  • Leading by example (it is impossible to separate words and actions, so they have to ”be the same”).

Recommendation

”The leader’s first responsibility is to the whole.” – General McChrystal

In summary the ”Team of Teams”-book tells very many stories, from the Army and the industry. Some of them appeals to me, other don’t. Overall the message told in this book really resonates with my own believes regarding teams, and how they should interact in a larger context! If you are interested in teamwork, and the war against Al Qaeda, you should buy this book.

All the best,
 Tomas from TheAgileist

The Blooming Garden

Yesterday, Agila Sverige (Agile Sweden) 2017 ended. As usual, I’m full of impressions and ideas that I want to try out! Maybe I will come back to this years’ conference in an upcoming blog post, but for now I want to share with you a metaphor that was used, and that I now have written about.

Introduction

To develop software products is like having your own garden. In the garden you have trees, bushes, flowers and maybe a little pond with fish. All of this needs to be looked after, and you need to remove the weeds to get your flowers to blossom.

”The

I got a little help from my daughter with this illustration 🙂

In software development it’s easy to constantly add new features and functions to your product. This will make your garden grow and grow. A real garden has boundaries, maybe there is a fence to the next door neighbour, but these doesn’t exist in software development. In theory there is no limit, in practise there is.  How do you keep up with this continuous expansion? Hire more ”gardeners” you might say (in the form of architects, developers, testers and so on). That works for a while, but at some point in time the garden will grow wild, and will be impossible to handle. So to add things, you also need to remove things. Maybe that little pond needs to be filled with mould so that new tulips can be planted? In my experience with software, removing something is a much harder decision than it is to add something new.

Technical debt

Another term for this is technical debt. Adding new functions comes with a debt in the form of other work that needs to be done in the product (we can see this symbolically as to ”remove the weeds”). If this debt is not repaid, it will keep on accumulating interest making it hard to implement changes later on (hence your garden will ”grow wild”). All products always need a certain degree of ”gardening”. The problem is that this fact tends to be forgotten when you constantly want to add new functions and features to your product.

In the garden you will plant the seeds, pour over water, keeping your fingers crossed for good weather and then wait and see if it will grow. According to the law of nature, not all seeds will germinate. It’s the same in software development, where you implement a new function and see if it gets adopted and used by your customers. Some of the things you do will be successful, while others will fail. Beforehand it’s very hard to guess what will be successful, but don’t be afraid of failure. Without trial&error there is no innovation. If you always ”play it safe” you will become predicable and your competitors will eat your lunch (or even worse, your company)!

A product is a complex system, you can compare it to an ecosystem in nature. When a new species enter the ecosystem the balance is disordered. What I want to say is that even if your new function in your product is great, adding it can lead to unwanted consequences in surrounding systems/products. Maybe a bottleneck in the communication now shows up between the systems. Of course this goes internally in a product as well (seeing the product as a full ecosystem). Adding a high throughput import adapter to your product may all of a sudden make your history searches painfully slow. Going back to the garden example, planting of some new bushes may attract snails that eat up all of your tulips.

Seasons in software development

In Sweden we have four distinct seasons; spring, summer, autumn and winter. During the winter everything is on low heat literally, since it’s freezing cold! When spring comes along everything is wakening up to life once again. During summer everything is warm and verdant. Autumn is colourful and time for harvest. Maybe your industry has some kind of ”seasons” or repetitive cycles as well? Instead of fighting against them, use them to your advantage! During ”winter” when everything is going in a slower pace, use that for planning and thinking ahead, whilst also taking care of your technical dept. Develop the new functions during ”spring” and release them for customer usage in the ”summer”. ”Autumn” is time for reflection to be able to start a new cycle with ”winter” again. See it as a big wheel that keeps on turning!

Summary

You can’t just keep on adding new things without taking care of the stuff that you already have. This is pretty clear to us in general life, but in software development it’s tricky since there are no physical boundaries. If possible, try to use seasonal variations in your industry to take care of your technical dept. 

All the best,
Tomas from TheAgileist