My Role Model

Anpanman by Takashi Yanase

I’m half-Japanese but my wife introduced me to Anpanman by Takashi (嵩) Yanase (柳瀬).

I can’t give any better description than the Japanese Media Communication website:

“Anpanman will go anywhere to help anyone in trouble, to drive away villains, and to save people from starvation by allowing them to eat his face.”

“What? Let his face be eaten? No need to worry. His face is made with sweet anpan (bread filled with bean jam), hence the name Anpanman.”

“Anpanman’s very life depends on allowing others to eat, and once eaten, Anpanman can restore himself endlessly.”

“He does not look handsome or strong, but he never fears any adventure and is continuously flying to aid the hungry people and the children with difficulties.”

“Anpanman is the hero of the new age, glowing with friendship, endeavor and justice.”

I’m a Sideways Agilist

I’ve posted about why I need to encourage agile practices outside my department.

Fiddler Crab by denn

If Scrum is isolated within one team, its very success can be used to counter further adoption. “Agile works for you but what we do is different. You do X we do Y.”

This resistance is a direct result of what Andy Hargreaves calls balkanization — groups insulated from each other, with hard boundaries, loyalties and a political complexion.

Creating a culture where groups work together to improve the organization is core to lean and agile. So the best ways to counter balkanization are the very principles under challenge.

I’m tackling this top-down by lobbying senior executives to bring in an agile/lean coach, bottom-up by removing impediments for my team, and, perhaps most significantly, sideways by initiating a Scrum in another department.

I have tentative approval from another department’s senior managers. Now, I have to meet with line managers and identify a backlog of work. Then solicit volunteers for a team.

I’ve taken Ken Schwaber‘s words to heart and asked them to Scrum their hardest challenge or the work they think least suited to agile.

So many things can go wrong. Of course, nothing that isn’t already going wrong. That’s the point.

Scrum will highlight those problems and make solving them obvious and necessary if no easier.

More to come…

Scrum Gathering – Agile and Ethics

I’ll be presenting two talks at the November Scrum Gathering.

One of them is dear to my heart. I’ll be using this blog over the next few months to work up my ideas and document conversations I have around this topic.

The Ethics of Scrum and Agile Software Development.

Here’s what I proposed:

Presentation Description

Are Scrum and XP inherently ethical?

In the face of contradictory beliefs over what we do and how we do it, we software developers, agile or not, experience pressure to compromise our work and our due care for others. Meanwhile, as our products become more beneficial, more pervasive and inter-connected our potential to harm grows.

Attempts by the ACM and IEEE to engage us in a dialog on norms of conduct has resulted in a controversial code of ethics that borrows heavily from established engineering disciplines – mandating specifications to ensure effective software.

We, agile software developers are making an under-appreciated contribution to ethical practice in our field.

Whether our work is a profession or craft, we need to engage the larger community in a conversation about how our day to day actions affect our employers, our peers, and our society. This presentation will attempt to frame professional ethics in the context of agile values and practices.

Why is this topic of interest to Scrum Gathering attendees?

The discussion over norms of ethical conduct happens outside the earshot of most working developers. The day to day experience of Scrum practitioners is at a distance from those who concern themselves with software ethics.

As a Scrum community, we have a responsibility to help shape the expectations placed upon us by others. We cannot delegate our integrity. Nor can we defer concerns over negligence, recklessness, or intent to harm the human beings who use the systems we create. We openly discuss our projects, our working conditions, and our advancement but to protect those very interests we often deal with issues of conscience privately.

Yet the passion behind Scrum is, in part, an idealistic one – a hope that by dealing openly and responsively with our stakeholders we will build something of real value. We need to harness this idealism to encourage each other make better decisions in the interests of stakeholders who do not pay us and do not always have a seat at the project table.

Given the downstream effect ethical lapses large and small have on society, we need to engage in this discussion or have the wrong solutions imposed upon us by employers, institutions, and regulatory agencies.

Presentation Objectives

  1. Is it important for us to establish a shared commitment to ethical conduct?
  2. What obligations a software developer should feel beyond fulfilling the requirements of their employer?
  3. How the Agile Manifesto and Scrum/XP practices suggest a partial set of norms of ethical conduct.
  4. How agile organizations have started to provide their own statements of principles to extend agile values and encompass conduct towards our peers and society.

The Road Not Taken

Mountain Path Ript - Photo by Kathie Horejsi

I began advocating agile principles at my company four years ago. Over time, my co-workers and I have grown into a Scrum/XP team. We have a track record of successful projects and a handful of supportive sponsors. Senior executives value our developers. My CTO understands the team dynamic itself is the prize asset.

Having reached a milestone on one of our larger projects and seeing ambitious work ahead, I wanted to write about how I stood at a crossroads: contribute to the team or attempt to nurture agile values elsewhere in the organization.

It’s a pleasant, contrasting choice. But it assumes a lone agile team can thrive after becoming visible to the larger organization. There are two pressing reasons why I doubt this is true:

  • An agile team attacks impediments from within or without. Either the team makes progress against these obstacles or it declines.
  • Human nature abhors exceptions however exceptional. If the organization doesn’t become a little more like us, it will surely, inevitably re-make us to be more like it.

Mountain Path Ript - Photo by Kathie Horejsi

So, no crossroads. One path lies before me and it looks surprisingly familiar.

As I did four years ago, I must advocate agile from within and peer to peer. This time around, I have success at my back but face longer odds.

Scrum the project. Scrum organizational change.

I can only make progress one step at a time. I must demystify what we do by allowing more chickens into my team’s reviews. I must find and coach others predisposed to agile values. I must find at least one executive willing to scrum a thorny project with their staff. If I get the chance, I must seek out expert coaching for those above and across me in the organization.

As four years ago, success relies more on others than on myself. But I believe, as before, that not trying is worse than failing in the attempt.

Off to Agile 2007

Oxygen Software Development is off to Agile 2007. Four of us are speaking:

Ript™: Innovation and Collective Product Ownership
by Ken H. Judy and Ilio Krumins-Beens
XR11: Product Ownership
Thursday, 4:00pm

In 2006, Oxygen Media CEO Geraldine (Gerry) Laybourne, the woman largely responsible for Nickelodeon’s early success, partnered with her XP/Scrum development team to create a new mission and new revenue stream for her company. This experience report covers product conception through initial release of a single product. It describes how Gerry’s leadership qualities paired with agile practices to engender deep mutual trust and collective ownership over technical execution and business outcome. This unbounded collaboration provides a template for future projects at Oxygen and other organizations with innovation as part of their agile product development strategy.

The Gentle Art of Pair Programming
Oksana Udovitska and Wendy Friedlander
Wednesday, 8:30am

The presenters build upon their experience as software professionals and the pair programming practices employed at Oxygen Media, the first and only cable Network owned and operated by women, to teach The Gentle Art of Pair Programming. This tutorial will cover the basic principles of pair programming, why it is a worthwhile practice and how to get started. Discussion will include how to take full advantage of pairing and how to cope with its challenges. For those new to pair programming, this will serve as a good introduction and include concrete first steps. For those already in a pairing environment, this presentation will include new viewpoints and interesting discussions on familiar topics. Additionally, everyone will benefit from the interactive and fun games for improving and enhancing communication skills. Being women in a male dominated profession gives the presenters unique perspectives and insights into pairing which they are eager to share in passionate and exciting ways.