Is Agile Compatible with Human Performance Technology? Bob Winter, CPT CA

Conference Alignment Conference Track: The Business of HPT: The structure and application of human performance technology Overview In this session, participants will consider the viability of Human Performance Technology (HPT) co-existing with the Agile development methodologies. Anchoring the discussion will be a brief history of the Agile movement, along with an overview of one of its seminal works, Agile Software Development: Principles, Patterns, and Practices, by Robert C. “Uncle Bob” Martin. By becoming Agile, can we in the learning or HR function realize the benefits of greater productivity and customer value? Learning Objectives Recall the history of the Agile movement, the concepts outlined in the Agile Manifesto, and the proven benefits of going Agile Discuss the compatibility and conflicts between Agile Principles and ISPI’s CPT Standards Make a sound decision on the viability of transforming from working in Waterfall to working in Agile Recall the seminal books, thought leaders and resources associated with Agile

Bob Winter, CPT, CSPO Marblehead, Massachusetts Principle Education Consultant supporting the R&D community (7,000+ software engineers) Product Owner on our Education Scrum Team About me and about CA CA Technologies NASDAQ: CA) ~13,600 employees in ~74 Countries ”IT management software and solutions for all of your business needs.” Best-known products include: CA Chorus (Mainframe), CA Clarity (PPM), SiteMinder (Security), Nimsoft (Infrastructure)

Key Questions Can a software development methodology be successfully applied to the development of learning, communication, or HR output? Will “being Agile” helps us to better apply the HPT standards? By becoming Agile, can we (in a learning or HR function) realize greater productivity and customer value?

Agenda The Promise of Agile (15 minutes) Is Human Performance Technology Agile? (25 minutes) Is Agile Right for Your Function? (30 minutes) Learn more (5 minutes)

The Promise of Agile

What is Agile? Agile A group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. Wikipedia Wikipedia agile 1.Able to move quickly and easily 2.Able to think and understand quickly

Agile Alphabet Soup Methodologies Engineering Practices

The Agile Movement The entire text of the Manifesto for Agile Software Development 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 That is, while there is value in the items on the right, we value the items on the left more. agilemanifesto.org Developed in 2001 over a ski weekend in Snowbird, Utah 17 original signatories 12 principles Anyone can sign agilemanifesto.org Developed in 2001 over a ski weekend in Snowbird, Utah 17 original signatories 12 principles Anyone can sign Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors. This declaration may be freely copied in any form, but only in its entirety through this notice.

Nearly Ubiquitous in Software Engineering Source: VersionOne. (2013). 7 th annual state of agile development survey. Posted as a downloadable PDF in the Library of White Papers of the VersionOne website. State-of-Agile-Development-Survey.pdfhttp:// State-of-Agile-Development-Survey.pdf

Marketing Education Human Resources Product Development Managing a Household Non-software application of Agile

Story Priority Level Estimated Effort (hours) OwnerStatus Target Start Date Finish Date Caulk (silicone) floors next to all tubs 12BobDone10/6/201210/7/2012 Remove A/C's from windows and store in basement 13BobDone10/6/2012 Clean paint specks off new bathroom floor 21BobDone10/6/201210/14/2012 Touch up stair walls with blue paint 32BobDone10/13/201210/14/2012 Steam clean all the carpets plus the stairs 35Bob Started on 10/13 10/13/2012 Dump run - old jeep frame, cardboard etc. 33BobNot started Hang towel racks and TP holder in new bathroom 42Bob Not started; need to get correct fixtures Honey Do Backlog

Top Reasons for Adopting Agile Source: VersionOne. (2013). 7 th annual state of agile development survey. Posted as a downloadable PDF in the Library of White Papers of the VersionOne website. State-of-Agile-Development-Survey.pdfhttp:// State-of-Agile-Development-Survey.pdf

More Successful Projects

Cheaper, Faster, Higher Quality Mah, Michael. (2008). How agile projects measure up, and what this means to you. Cutter Consortium Agile Product & Project Management Executive Report 9 (9). Retrieved from 0This%20Means%20to%20You.pdf 0This%20Means%20to%20You.pdf

Is Human Performance Technology Agile?

A Seminal Book 17 #10 Ranked Agile Book of All Time Martin, R. C. (2003). Agile Software Development: Principles, Patterns, and Practices. Upper Saddle River, NJ: Prentice Hall. ISBN- 10: Agile Software Development: Principles, Patterns, and Practices The Author Robert Cecil Martin, known colloquially as “Uncle Bob,” is an American software consultant and author. One of the “founding fathers” of the Agile movement, he is well-known as one of the 17 original signatories of the Manifesto for Agile Software Development (agilemanifesto.org), and he was the first chairman of the Agile Alliance. Martin was the founder of Object Mentor consultancy, and he currently serves as Master Craftsman of 8 th Light. He is the author of countless articles and noteworthy books, including Agile Software Development: Principles, Patterns, and Practices and Clean Code: A Handbook of Agile Software Craftsmanship. Book Review: Published in Performance Improvement Journal (April, 2014)

ISPI HPT Standards 18 1.Focus on outcome and results. 2.Take a systems view. 3.Add value. 4.Work in partnership with clients and stakeholders. 5.Determine the need or opportunity. 6.Determine the cause and the performance requirements. 7.Design the solution including implementation and evaluation. 8.Develop the solution and test its feasibility. 9.Implement the solution. 10.Measure the results and impact. My reading of the Martin book considers the viability of Human Performance Technology (HPT) co- existing with the Agile development methodologies. Are they compatible? Will applying the HPT standards help us to be more Agile? In being Agile, can we in the learning function realize the same benefits of greater productivity and customer value?

CPT Performance Standard 1: Focus on outcome and results Uncle Bob asks [page 23]: “What if we designed our tests before we designed our programs? What if we refused to implement a function in our programs until there was a test that failed because that function wasn’t present? What if we refused to add even a single line of code to our programs unless there were a test that was failing because of its absence? What if we incrementally added functionality to our programs by first writing failing tests that asserted the existence of that functionality, and then made the test pass? What effect would this have on the design of the software we were writing? What benefits would be derived from the existence of such a comprehensive bevy of tests?” 19

CPT Performance Standard 2: Take a systems view Uncle Bob talks about Metaphor as an eXtreme Programming (XP) practice [page 17]: “Think of a jigsaw puzzle. How do you know the pieces go together? Clearly, each piece abuts others, and its shape must be perfectly complimentary to the pieces it touches. If you were blind and you had a very good sense of touch, you could put the puzzle together by diligently sifting through each piece and trying it in position after position.” “But there is something more powerful than the shape of the pieces binding the puzzle together. There is a picture. The picture is the true guide. The picture is so powerful that if two adjacent pieces of the picture do not have complementary shapes, then you know the puzzle maker made a mistake.” 20

CPT Performance Standard 3: Add value Uncle Bob says [page 22] “Using an agile method does not mean that the stakeholders will get what they want. It simply means that they’ll be able to control the team to get the most business value for the least cost.” 21

CPT Performance Standard 4: Work in partnership with clients and stakeholders Uncle Bob says [page 15] “The essence of the planning game is the division of responsibilities between business and development. The business people (a.k.a. the customers) decide how important a feature is, and the developers decide how much that feature will cost to implement.” 22

CPT Performance Standards 5-10: Being systematic Uncle Bob says, [page 22] “The nightmare scenario is to get to the end of the iteration [time period for development] with 90% of the tasks complete, but no stories [work product] complete.” 23

Bottom Line So…can Human Performance Technology and Agile peacefully coexist? 24

Is Agile Right for Your Function?

With respect to Agile: What potential benefits do you see? What are potential risks? What are key considerations specific to your function or company? TALLY VOTE FOR YOUR TABLE: Which statement best describes you? We are already Agile or on our way I will press for us to consider Agile. Agile is not for us at this time. Table Activity – 15 minutes

Learn More

How to Get Started Websites YouTube Agile: An IntroductionAgile: An Introduction, by CA Technologies After the Open Source RevolutionAfter the Open Source Revolution, Eric S. Raymond Culture HackingCulture Hacking, by Jim McCarthy TED Talk, "Agile programming -- for your family“TED Talk, "Agile programming -- for your family“, Bruce Feller Seminal Books Agile Software DevelopmentAgile Software Development, by Robert C. Martin Coaching Agile TeamsCoaching Agile Teams, by Lyssa Atkins The Scrum GuideThe Scrum Guide, by Ken Schwaber and Jeff Sutherland Succeeding with AgileSucceeding with Agile, by Mike Cohn

Bibliography Appelo, Jurqen. (2013) Top 100 Agile Books (Edition 2013). Retrieved from: books-edition-2013.htmlhttp:// books-edition-2013.html Cohn, M. (2012, 02 13). [Web log message]. Retrieved from succeeds-three-times-more-often-than-waterfallhttp:// succeeds-three-times-more-often-than-waterfall Mah, Michael. (2008). How agile projects measure up, and what this means to you. Cutter Consortium Agile Product & Project Management Executive Report 9 (9). Retrieved from This%20Means%20to%20You.pdf This%20Means%20to%20You.pdf Beck, Kent, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas. (2001). Manifesto for agile software development. Retrieved from Martin, R. C. (2003). Agile Software Development: Principles, Patterns, and Practices. Upper Saddle River, NJ: Prentice Hall West, D., & Grant, T. (2010). Agile development: Mainstream adoption has changed agility trends in real-world adoption of agile methods. Retrieved from: mainstream-adoption.pdfhttp:// mainstream-adoption.pdf Winter, R. (2014). Book Review: Agile Software Development. Performance Improvement Journal. VersionOne. (2013). 7 th annual state of agile development survey. Posted as a downloadable PDF in the Library of White Papers of the VersionOne website.