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Agile Evangelist 22 - Freddie Quek - How Not To Do Agile

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This document provides an overview of lessons learned from Freddie Quek's experience implementing Agile practices at Wiley. Some key points: - Quek has been using Agile since 1999 and leading Agile implementations at Wiley since 2009 involving teams as large as 150 people. - Common mistakes include not making stand-ups quick and useful, not having retrospectives with action items, and treating remote teams differently. - When starting a new project, an Agile assessment is helpful to understand the current process. Training, an Agile coach, and experienced practitioners can help teams learn Agile. - For a large, important project at Wiley involving migrating an existing partnership to a new system, Quek

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How Not to do Agile: A Practitioner’s view in sharing lessons learnt Freddie Quek, 29 May 2014 Agile Evangelist No. 22, Park Plaza County Hall
About Me Partnering external third party with a large technology integration component Responding to urgent competitive threats Execution of an acquisition due diligence Completion of large high profile customer engagement Freddie Quek, Director of Strategic Initiatives, Pan Wiley http://www.linkedin.com/in/freddiequek freddie.quek@wiley.com Joined Wiley in 2006, responsible for Wiley’s largest web application 2010, launched Wiley Online Library 2013, charged with establishment of new organizational capability 2014, pan Wiley focus Strategic Initiatives Team
History with using Agile 1999 Daily stand ups, iterative development – Teams of 2-6 2005 Led first Agile team at Elsevier – Team of 10 2009 Led large scale implementation of Agile for Wiley’s largest application development – Team of 150 2011 Running 10 agile “project” teams 2012 Led Agile team to achieve Mission Impossible
About Wiley • One of the oldest and largest global publishers • World’s largest society publisher • 5000+ employees • US$1.8B revenue Professional Development 25% Global Research 58% Global Education 17% 2013 REVENUE By Core Business
Wiley Online Library Largest customer facing application 65 million page views per month 240 million visitors annually 1,600 queries per second (4 billion per mth) Access to Over 18 million documents 2,000 journals with 6 million journal articles 15,000 books with 300,000 chapters 6 million bibliographic references
About the Presentation How do you get help to do Agile? Is Pairing smart? Can you really do agile with remote teams? How do you hire the right people? How Agile should you be? How Not to do Agile
What does doing Agile really mean? Which one is better? No need for Management/Organising? No need for product vision/architecture? Stand Ups – waste of time? Not really doing Agile if you don’t co-locate and do pair programming? Does not matter Remember guiding principles of Agile - People over Process Importance of Stand Ups and Retrospectives
How not to do Stand Ups • Not just one big team • Have individual scrum team stand ups - up to 10 • Big teams also have everyone including non devs - no limit • But also have SoS (Scrum of Scrums) - only team leads/representatives • Not get “traditional” pm to run it • Not let “management” interfere • Not run it for too long • Not allow anyone to get away with “no update” Make Stand Ups quick and useful Answer 1 of 3 questions: 1.What you did yesterday and what you will do today 2.What you need others to know 3.What you need help with
Stand Ups – in open spaces next to wall
Stand Ups - anywhere
Essential Tools – White Boards, Walls…
To Writable Walls
How not to do Retrospectives • Not willing to provide feedback – do Safety Check • Not team members in attendance • Not just the negatives • Not enough time to get to next steps • Not doing one Make it a culture Do it after every iteration/major event Have actionable item(s)
Large Team Retrospective
How do you get help to do Agile? Agile Assessment Team Enablement Inception Preparation Team Building – Leaders within
Agile Assessment As-is Process: Development perspective In essence – download from team through facilitated sessions As-is Process: Requirements perspective Putting the picture together & playing it back Get help when you need! Always good to have impartial input
Team Enablement • Team/Skillset Assessment • How many know Agile? • How many practice Agile? • Training • Hire Agile Coach • Hire Agile Enablement consultants • Hire experienced practitioners • Who can show not tell • Who can lead not debate Wiley’s example 50% know Agile 25% practice Agile Build 3 teams
Inception Preparation Requirements – grouping and coverage Spiking Systems touch points System flow Managing stakeholder expectations Engaging stakeholders from the beginning
Inception Preparation - Continue Inception planning Roles and Responsibilities Continuous Integration Shopping List
Iteration Planning
Team Building Question: How often we do team building before starting on a very important project?
Is Pairing Smart? Double the cost of doing work When one stops, the other stops too Fighting over the keyboard Start from scratch with new partner Arguments with no new code
How not to Pair… • Pair for the sake of pairing • Excuse for not doing work because not in a pair • Not ready/comfortable to work as a pair • Not recognising personal space Smart Pairing When you are training/mentoring/review Scrum Master make the call
Two Pairs
Four Pairs
Can you really do Agile with remote teams? Agile manifesto says co-location Not physically possible to do pair programming from distance
How not to work with remote teams • Not treat them as second class citizens •Play to their strengths and recognise their weaknesses • Not find excuses - Make it work •Organisational reality •Invest in them •Invest in tools Extension of Team Treat remote team members as full team members Be inclusive Invest in training – bring members over and vice versa
Ideas tried • Change working hours to have some overlap • Use video conferencing facilities (e.g. Skype) • Assign appropriate work to remote teams • Lead and organise work for remote teams (initially) • Send local staff to remote teams and vice versa
How do you hire the right people? Train existing staff? Convert non believers? Hire agile leaders? Outsource to agile companies? Believers who are pragmatists Not evangelists who are purists
• Not everyone wants to do or get TDD • Not giving team freedom to learn and make mistakes • Not letting it become religious wars • TDD or not • Pair or not • Intellij vs Eclipse • Jira vs Mingle • SQL vs NoSQL How not to manage people Everyone is doing agile Recruit Agile leaders – conversion takes time Be a Leader - People over process Self organising but not self steering Keep learning and adapting
How Agile should you be? Agile S/W Development vs Agile Product Development Your team is Agile , but not rest of organisation Being agile Agile – The Wiley AGU story
About Wiley and AGU Partnership • Wiley’s largest revenue generating society owned partnership • ‘Flagship’ product in the subject area of Earth, Space & Environmental Science • Not-for-profit corporation dedicated to furthering geophysical sciences • World’s leading society publisher in Earth and Space Science, accounting for 25% of journal articles and 40% of citations in the geosciences Crowdsourcing weather using smartphone batteries 13 August 2013 The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time
The Deal Contract signed on 5 Sep 2012 Largest society deal in Wiley’s 200+ year history Challenging Timeline • 4 months to achieve everything in the contract
Measurable Success (and Failure) 1. Contractual Obligations to be met from January 2013: 1.1 Start revenue earning from publishing new content • 20 Accepted Articles per day • 20 Early View Articles per day • 19 Issues per month 1.2 Give AGU’s 60,000+ customers and users access to all licensed content • 21 journals (160,000 articles) • 33 personal choice products (i.e. virtual journals) • 743 special sections • Migrate all customers, users, products, licenses and alerts data 1.3 Vendors, systems and business processes in Editorial & Production ready to publish 2013 content • Integration with new editorial system • Changes to workflow 1.4 Achieve similar functionality on AGU site with 60+ enhancements and all content converted, improved, loaded, tested and accessible on a single platform, Wiley Online Library Failure is not an option Challenging Timeline • 4 months to achieve everything in the contract
The Challenges Key Challenges •Resolving unique ID for journal titles in both internal and external systems •Content with no issue number and no pagination •Journal with 7 parts, of which 3 of those parts have sub-parts! •Many moving parts within Wiley - 17 systems to check •Content completeness and quality (and external vendor) •Unknown unknowns - coping with changing and emerging requirements throughout development phase Non standard practices and variations (that we didn’t know until we started) •New licensing model •Create Special Sections as another slice of content view •New workflow for handling daily society data updates via feeds •Changing content workflow for legacy vs current content •Start development before requirements were clear •Complete testing before we had all the content •Cannot complete certain types of testing •Break some rules
• Significance of achieving project success • Project goals achieved in 4 months – typically projects take at least 3 months to get going • Major releases typically take 9-12 months to complete • This project had two major releases in 6 months with more than 90 enhancements How to become even more Agile? 60-Day Plan 6 weeks (6 x weekly iteration) for dev 2 weeks for end-to-end testing 6 dev teams in 4 locations (London, Russia, Singapore, Switzerland) People over Process
The Plan = The Wall + Excel Finding the best people Singleton work More than 1 stand-ups daily Quick decision making – rest of team elsewhere Flexible and adjust daily People over Process
• Use of Enabling Technologies like MarkLogic • As XML Store for content • Use of technology with unintended side effect for troubleshooting, auditing and reporting tool • As a search engine, saves a lot of time from the native indexing when loading new content • Achieve rapid software development • Enables rapid implementation of 60+ enhancements in 6 weeks • Reuse search service for alerts and loading of saved search • Reuse vocabulary service to help with hierarchy of index terms • Supports faceting through configuration, no extra development required Enabling Technology
Recognition for Team Wiley’s President Award for Excellence Visit by AGU CEO in May 2014 Customer Excellence Award Celebrate Success Strong team work Excellent business and technology collaboration Team never met – no time! Calm Bonded for life! People over Process
Conclusion People over Process Forget what I say Remember to do one thing differently
Play Hard!
Which Agile Approach is Better? • Does not matter • Remember the core values/principles of Agile • People over Process

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Agile Evangelist 22 - Freddie Quek - How Not To Do Agile

  • 1. How Not to do Agile: A Practitioner’s view in sharing lessons learnt Freddie Quek, 29 May 2014 Agile Evangelist No. 22, Park Plaza County Hall
  • 2. About Me Partnering external third party with a large technology integration component Responding to urgent competitive threats Execution of an acquisition due diligence Completion of large high profile customer engagement Freddie Quek, Director of Strategic Initiatives, Pan Wiley http://www.linkedin.com/in/freddiequek freddie.quek@wiley.com Joined Wiley in 2006, responsible for Wiley’s largest web application 2010, launched Wiley Online Library 2013, charged with establishment of new organizational capability 2014, pan Wiley focus Strategic Initiatives Team
  • 3. History with using Agile 1999 Daily stand ups, iterative development – Teams of 2-6 2005 Led first Agile team at Elsevier – Team of 10 2009 Led large scale implementation of Agile for Wiley’s largest application development – Team of 150 2011 Running 10 agile “project” teams 2012 Led Agile team to achieve Mission Impossible
  • 4. About Wiley • One of the oldest and largest global publishers • World’s largest society publisher • 5000+ employees • US$1.8B revenue Professional Development 25% Global Research 58% Global Education 17% 2013 REVENUE By Core Business
  • 5. Wiley Online Library Largest customer facing application 65 million page views per month 240 million visitors annually 1,600 queries per second (4 billion per mth) Access to Over 18 million documents 2,000 journals with 6 million journal articles 15,000 books with 300,000 chapters 6 million bibliographic references
  • 6. About the Presentation How do you get help to do Agile? Is Pairing smart? Can you really do agile with remote teams? How do you hire the right people? How Agile should you be? How Not to do Agile
  • 7. What does doing Agile really mean? Which one is better? No need for Management/Organising? No need for product vision/architecture? Stand Ups – waste of time? Not really doing Agile if you don’t co-locate and do pair programming? Does not matter Remember guiding principles of Agile - People over Process Importance of Stand Ups and Retrospectives
  • 8. How not to do Stand Ups • Not just one big team • Have individual scrum team stand ups - up to 10 • Big teams also have everyone including non devs - no limit • But also have SoS (Scrum of Scrums) - only team leads/representatives • Not get “traditional” pm to run it • Not let “management” interfere • Not run it for too long • Not allow anyone to get away with “no update” Make Stand Ups quick and useful Answer 1 of 3 questions: 1.What you did yesterday and what you will do today 2.What you need others to know 3.What you need help with
  • 9. Stand Ups – in open spaces next to wall
  • 10. Stand Ups - anywhere
  • 11. Essential Tools – White Boards, Walls…
  • 13. How not to do Retrospectives • Not willing to provide feedback – do Safety Check • Not team members in attendance • Not just the negatives • Not enough time to get to next steps • Not doing one Make it a culture Do it after every iteration/major event Have actionable item(s)
  • 15. How do you get help to do Agile? Agile Assessment Team Enablement Inception Preparation Team Building – Leaders within
  • 16. Agile Assessment As-is Process: Development perspective In essence – download from team through facilitated sessions As-is Process: Requirements perspective Putting the picture together & playing it back Get help when you need! Always good to have impartial input
  • 17. Team Enablement • Team/Skillset Assessment • How many know Agile? • How many practice Agile? • Training • Hire Agile Coach • Hire Agile Enablement consultants • Hire experienced practitioners • Who can show not tell • Who can lead not debate Wiley’s example 50% know Agile 25% practice Agile Build 3 teams
  • 18. Inception Preparation Requirements – grouping and coverage Spiking Systems touch points System flow Managing stakeholder expectations Engaging stakeholders from the beginning
  • 19. Inception Preparation - Continue Inception planning Roles and Responsibilities Continuous Integration Shopping List
  • 21. Team Building Question: How often we do team building before starting on a very important project?
  • 22. Is Pairing Smart? Double the cost of doing work When one stops, the other stops too Fighting over the keyboard Start from scratch with new partner Arguments with no new code
  • 23. How not to Pair… • Pair for the sake of pairing • Excuse for not doing work because not in a pair • Not ready/comfortable to work as a pair • Not recognising personal space Smart Pairing When you are training/mentoring/review Scrum Master make the call
  • 26. Can you really do Agile with remote teams? Agile manifesto says co-location Not physically possible to do pair programming from distance
  • 27. How not to work with remote teams • Not treat them as second class citizens •Play to their strengths and recognise their weaknesses • Not find excuses - Make it work •Organisational reality •Invest in them •Invest in tools Extension of Team Treat remote team members as full team members Be inclusive Invest in training – bring members over and vice versa
  • 28. Ideas tried • Change working hours to have some overlap • Use video conferencing facilities (e.g. Skype) • Assign appropriate work to remote teams • Lead and organise work for remote teams (initially) • Send local staff to remote teams and vice versa
  • 29. How do you hire the right people? Train existing staff? Convert non believers? Hire agile leaders? Outsource to agile companies? Believers who are pragmatists Not evangelists who are purists
  • 30. • Not everyone wants to do or get TDD • Not giving team freedom to learn and make mistakes • Not letting it become religious wars • TDD or not • Pair or not • Intellij vs Eclipse • Jira vs Mingle • SQL vs NoSQL How not to manage people Everyone is doing agile Recruit Agile leaders – conversion takes time Be a Leader - People over process Self organising but not self steering Keep learning and adapting
  • 31. How Agile should you be? Agile S/W Development vs Agile Product Development Your team is Agile , but not rest of organisation Being agile Agile – The Wiley AGU story
  • 32. About Wiley and AGU Partnership • Wiley’s largest revenue generating society owned partnership • ‘Flagship’ product in the subject area of Earth, Space & Environmental Science • Not-for-profit corporation dedicated to furthering geophysical sciences • World’s leading society publisher in Earth and Space Science, accounting for 25% of journal articles and 40% of citations in the geosciences Crowdsourcing weather using smartphone batteries 13 August 2013 The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time
  • 33. The Deal Contract signed on 5 Sep 2012 Largest society deal in Wiley’s 200+ year history Challenging Timeline • 4 months to achieve everything in the contract
  • 34. Measurable Success (and Failure) 1. Contractual Obligations to be met from January 2013: 1.1 Start revenue earning from publishing new content • 20 Accepted Articles per day • 20 Early View Articles per day • 19 Issues per month 1.2 Give AGU’s 60,000+ customers and users access to all licensed content • 21 journals (160,000 articles) • 33 personal choice products (i.e. virtual journals) • 743 special sections • Migrate all customers, users, products, licenses and alerts data 1.3 Vendors, systems and business processes in Editorial & Production ready to publish 2013 content • Integration with new editorial system • Changes to workflow 1.4 Achieve similar functionality on AGU site with 60+ enhancements and all content converted, improved, loaded, tested and accessible on a single platform, Wiley Online Library Failure is not an option Challenging Timeline • 4 months to achieve everything in the contract
  • 35. The Challenges Key Challenges •Resolving unique ID for journal titles in both internal and external systems •Content with no issue number and no pagination •Journal with 7 parts, of which 3 of those parts have sub-parts! •Many moving parts within Wiley - 17 systems to check •Content completeness and quality (and external vendor) •Unknown unknowns - coping with changing and emerging requirements throughout development phase Non standard practices and variations (that we didn’t know until we started) •New licensing model •Create Special Sections as another slice of content view •New workflow for handling daily society data updates via feeds •Changing content workflow for legacy vs current content •Start development before requirements were clear •Complete testing before we had all the content •Cannot complete certain types of testing •Break some rules
  • 36. • Significance of achieving project success • Project goals achieved in 4 months – typically projects take at least 3 months to get going • Major releases typically take 9-12 months to complete • This project had two major releases in 6 months with more than 90 enhancements How to become even more Agile? 60-Day Plan 6 weeks (6 x weekly iteration) for dev 2 weeks for end-to-end testing 6 dev teams in 4 locations (London, Russia, Singapore, Switzerland) People over Process
  • 37. The Plan = The Wall + Excel Finding the best people Singleton work More than 1 stand-ups daily Quick decision making – rest of team elsewhere Flexible and adjust daily People over Process
  • 38. • Use of Enabling Technologies like MarkLogic • As XML Store for content • Use of technology with unintended side effect for troubleshooting, auditing and reporting tool • As a search engine, saves a lot of time from the native indexing when loading new content • Achieve rapid software development • Enables rapid implementation of 60+ enhancements in 6 weeks • Reuse search service for alerts and loading of saved search • Reuse vocabulary service to help with hierarchy of index terms • Supports faceting through configuration, no extra development required Enabling Technology
  • 39. Recognition for Team Wiley’s President Award for Excellence Visit by AGU CEO in May 2014 Customer Excellence Award Celebrate Success Strong team work Excellent business and technology collaboration Team never met – no time! Calm Bonded for life! People over Process
  • 40. Conclusion People over Process Forget what I say Remember to do one thing differently
  • 42. Which Agile Approach is Better? • Does not matter • Remember the core values/principles of Agile • People over Process

Editor's Notes

  1. Agile values[edit] The Agile Manifesto reads, in its entirety, as follows: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan
  2. Wiley Online Library Largest customer facing application 65 million page views per month 240 million visitors annually Access to Over 18 million documents 2,000 journals with 6 million journal articles 15,000 books with 300,000 chapters 6 million bibliographic references Wiley Custom Select Custom Publication application Create “perfect” textbook 6500 titles available 9000 registered users 18,000 custom projects Wiley DSS XML Store 18 million documents 207 GB of MarkLogic db 11.2 TB of binary storage Syndication 280 internal/external recipients 1.7 TB content delivered mthly Over 18 million documents Journals: 2,338 Issues: 370,245 Articles: 6.1 million Books: 15,388 Chapters: 321,334 Reference works: 203 Articles: 201,583 Addition Meta information Bibliographic References: 6.5 million
  3. Open space
  4. Around some shelves
  5. Invest in tools – sharpies and post its
  6. Invest in tools – sharpies and post its
  7. Not recognising personal space (eg hygiene)
  8. Give discreet chunks of work Provide strong leadership
  9. Individuals and interactions – in agile development, self-organization and motivation are important, as are interactions like co-location and pair programming.
  10. Wiley’s largest revenue generating society owned partnership Smartphones are a great way to check in on the latest weather predictions, but new research aims to use the batteries in those same smartphones to predict the weather. The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time. A group of smartphone app developers and weather experts created a way to use the temperature sensors built into smartphone batteries to crowdsource weather information. These tiny thermometers usually prevent smartphones from dangerously overheating, but the researchers discovered the battery temperatures tell a story about the environment around them. Crowdsourcing hundreds of thousands of smartphone temperature readings from phones running the popular OpenSignal Android app, the team estimated daily average temperatures for eight major cities around the world. After calibration, the team calculated air temperatures within an average of 1.5 degrees Celsius (2.7 degrees Fahrenheit) of the actual value, which should improve as more users join the system.
  11. Wiley’s largest revenue generating society owned partnership
  12. For Development Team Being even more agile! 6-week development window, 60+ enhancements Grew from 1 to 6 development workstreams in 5 locations For other Wiley systems Variations/Non Standard Practices that were originally deemed as disruptive, but became opportunities for innovation and transformation New licensing model New workflow for handling daily society data updates via feeds Changing content workflow for legacy vs current content
  13. Which method does not matter Most important thing is to remember what you would do differently when you get back to your office/team And that is why I am here to find something from you all these evening, so stay behind and have a chat