XP Day France 2007. Day 1

Bottle necks in the morning

I arrived the evening before the conference, to be sure that I was in time for my session, which was scheduled as the first session of the morning. I did the “I’m not a bottleneck! I’m a free man!” for the first time in French. We first played a game to learn how to find the “goulots d’étranglement” the 5 focusing steps to “exploiter le goulot, subordonner au goulot et elever le goulot”. At the “OOMPs” where all session presenters briefly explain what their session is about, I said that the session would include chocolate. That seemed to do the trick, because the session was packed with people.

The participants enjoyed themselves playing the Theory Of Constraints simulation. The goal of the simulation is to build as many as possible pairs of paper hats and boats (Throughput), with the minimum number of pieces of paper (Investment). Our Operating Expenses were quite low: one chocolate per worker. We did two rounds of the simulation. After the first round, the team produced one pair, using 11 pieces of paper. In the second round, after optimizing, they produced a pair again (actually, one and a half pairs, but nearly done doesn’t count) using only 7 pieces of paper. The team worked a lot slower in the second round, because they concentrated on quality.

In the second part of the session, (only) three brave souls came forward to play “customer”. Each got 7 or 8 newly minted “TOC consultants” to help them optimize their process and organisation. The groups struggled a bit to describe and understand the processes, but nobody asked me any questions or asked for help. I think I should have subdivided the session into smaller steps, to force the participants to focus on a small bit of the theory, and provide more examples and structure. Still, I think most participants ended up with a good understanding of ToC and ideas to apply back at work. Pictures of the participants in a future entry.

Stories in the afternoon

SquirrelIn the afternoon, I went to two sessions on user stories and customer collaboration. The first session “Dites-moi, Mr le Client…” was about user stories and the “3 Cs” (Card, Conversation and Confirmation) of customer collaboration.

While we waited for the beamer to work, Francois Beauregard told us the story of the “Squirrel Burger“. The moral of the story being that burger flippers being paid minimum wage are often more professional in dealing with customers that most of us developers.

I think it has a lot do with PROCESS. I define process as “the way we do things around here when we’re under pressure“.

Francois then proceeded to tell us more about user stories. We ended with a (short) exercise where we wrote some stories for an online job site for agile developers and companies.

The session was a bit short to include an activity, but the exercise made me want to write stories again. During next day’s breakfast I wrote a set of stories for the ‘Hourensou’ application. That’s the application that we use for the administration of XP Days Benelux. You’ll see more about that later, because there were some stories like “As a potential XP Day participant I want to register myself and my colleagues online, so that I’m assured of a place before it sells out again.”

The second session treated the subject “How to collaborate with multiple clients?“. Dominic, Nicolas and Virgile set up a situation where there were 11 people around the table to do a planning game: 8 customers, 2 developers and a coach/facilitator. Their goal was to write the stories for a remote pair programming tool. There were two rounds of 30 minutes each. The participants had a lot of trouble to come to a consensus about how to pairprogram and how this translates to a situation where the pair is separated.

Remote pair programming interests me too. I’d like to try it a bit more on a few “after hours projects”. The team that developed the “Sun spots” used remote pair programming (almost) exclusively. Maybe Duncan Pierce can tell more about his experiences? Prod, prod… Wouldn’t that make an interesting XP Day session? Hint, hint…

And relax…

After the sessions we emerged back in the light of a beautiful summer spring day. The sessions rooms were underground, so no natural light during the sessions. To make up for it, we spent enough time outside in the garden/terrace. Conversations and discussions continued over beer, aperitif and dinner, while the presidential debate (“Sarko vs Sego”) raged. I met (again) lots of passionate agilists from France, Luxemburg, Switzerland, Canada and Belgium (!).

Bottles in the night

We ended up in a (typical ?) French bar: the waiter couldn’t remember our order (tip: paper and pencil), he dropped a bottle of water on the table when serving us (it could have been worse: he didn’t drop the beer) and the television alternated between clips from the presidential debate and 80’s MTV videos.

All in all, an interesting and exhausting day. And there was more to come the next day…

XP Day France 2007

Kurt Vonnegut dies at 84

Kurt Vonnegut died yesterday. So it goes.

Vonnegut’s writing is a wonderful mixture of dry wit, philosophy, different literary styles (including science fiction, which is how I discovered his writing) and playful use of language and writing techniques.

Reviews of his work often contain the words ‘cynic’ and ‘pessimist’. I’ve never understood that.

Vonnegut was an idealist. His belief in human goodness is equal to that of a John Steinbeck, whose denizens of “Cannery Row” and “Tortilla Flat” create havoc out of the good of their heart. And we like those characters, because, they try. And when their actions create chaos, they try again.

Tiger got to hunt,
Bird got to fly;
Man got to sit and wonder, “Why, why, why?”

Like all idealists, Vonnegut was often disappointed. Disappointment is not important, it’s trying to do good that’s important. And trying again when you fail. That’s why we’re here, as Elliot Rosewater would say.

Eugene Wallingford says it better than me. He also compiled the “Books of Bokonon“.

“Every passing hour brings the Solar System forty-three thousand miles closes to Globular Cluster M13 in Hercules – and still there are some misfits who insist that there is no such thing as progress.” – Ransom k. Fern in “The Sirens of Titan”.

Read his books. And try. That’s all we can do.

“I am a humanist, which means, in part, that I have tried to behave decently without any expectation of regards or punishments after I’m dead. My German-American ancestors, the earliest of whom settled in our Middle West about the time of our Civil War, called themselves “Freethinkers,” which is the same sort of thing. My great grandfather Clemens Vonnegut wrote, for example, “If what Jesus said was good, what can it matter whether he was God or not?”

I am honorary president of the American Humanist Association, having succeeded the late, great, spectacularly prolific writer and scientist, Dr. Isaac Asimov in that essentially functionless capacity. At an A.H.A. memorial service for my predecessor I said, “Isaac is up in Heaven now.” That was the funniest thing I could have said to an audience of humanists. It rolled them in the aisles. Mirth! Several minutes had to pass before something resembling solemnity could be restored.” – Kurt Vonnegut

XP Day France

The second Paris XP Day will be held on 2-3 May. Last year’s conference was a great success: sold out, lots of interesting sessions (making it difficult to choose the session to go to), meeting French speaking agilists and discussing agile stuff into the night. Not to forget the dinner on a boat cruising down the Seine!

I will host the “I’m not a bottleneck! I’m a free man!” session. In this session, we introduce the 5 focusing steps for process optimization and then apply them to the “real world” work situation of the participants. Now, what’s the french translation of constraint, bottleneck…?

See you there!

Say what you do. Do what you say.

I love the sound of waterfall in the morning

From time to time, I’m asked to review proposals for IT research projects. This morning I was part of a team reviewing two projects. Before the meeting with the companies behind the proposals, the review team discussed the proposals. We all agreed that the project plans, clearly waterfall, were unsuited for a research project, with its large amount of uncertainty.

I joked “The proposals I’ve seen always contain a waterfall project plan. When questioned about that, the companies always reply ‘Well, that’s not how we were planning to run the project‘.” Usually, they say they will use an iterative and incremental approach. This time was no exception: waterfall plan, iterative and incremental execution. Well, why don’t you say so in the the proposal?

Why do these companies write proposals with one type of project plan, when they have no intention of ever following that plan? Why do they think that a waterfall type plan is expected, when they know full well that this is not an appropriate approach for their research project? Last time I used Microsoft Project, I must have missed the “create waterfall” wizard…

The basis of any audit methodology (whatever you may think of them) is: Say what you do. Do what you say. It isn’t more complicated than that.

The one that got away

There’s always an exception to the rule. In 5 years, only one proposal had a decent project plan. A plan which took into account the risks. They had short iterations and scheduled plenty of evaluation and re-assessment points in their plan. They used SCRUM and some parts of XP.

When I asked them why they chose SCRUM, their CEO replied. At first, he sounded a bit apologetic and started to explain why they had made this “strange” and “unconventional” choice. But soon, he started to tell how SCRUM had changed the way their company worked. They had experimented with many methodologies. This was the first one that people actually used. This was the first time the CEO really felt he knew what was happening in IT and he could steer it. “Today we have our projects under control, instead of the other way round.” I don’t often hear a CEO talk so enthusiastically about a development methodology.

At the end, he said “Well, you may think it’s a weird way to work. But it works.”.

Something that works. How very weird…