- Consulting / Coaching
- Jeff’s Blog
Tim, a modern urbane developer (i.e., he willingly practices TDD), talks about the reality of living in his team, circa 2008, where his organization was attempting to grow TDD.
I am not gonna lie, this place is crazy with buzz words and terms. They use words like Agile and Scrum as adjectives as opposed to ways of thinking and common sense still. I hear, “Well, we are doing Agile, so we don’t have time for design.” My jaw hits the floor… and then I start drinking heavily.
The team I am on currently, is a “center of excellence,” so to speak. We consult development teams within the organization (along with owning development projects, components, and standards). I feel pretty confident in my abilities to help teams out. I have no problem saying that I do not think of myself as an expert or perfect (yet). I have always been of the opinion that this should be a constant learning experience. I find it difficult to relay my thoughts, though, to the rest of the guys on my team. It is basically the three of them attacking me. It’s not totally me vs. the world, but it turns into a joke. I hear:
“…so basically you want me to double my development…”
“…there is no design in TDD…”
“…there is no empirical evidence that says TDD improves code…”
“…I have beens in shops before where the test cases were bogus…”
So…I think I know how you must feel sometimes 🙂 I never once say that it is a silver bullet. What I tell them is I didn’t realize how little I knew until I started using it as an approach. Primarily from a design and coding point of view. Don’t get me wrong, I have some smart-ass retorts, but I am just outnumbered 🙂 It’s a tad difficult for me to try and persuade them, because we all are strong developers (I think) on the same hierarchy, and everyone has their own opinions.
Fortunately or unfortunately, they will have to come on board though, because this is coming from the top down. The quality of code, and overall abilities of the development teams here is borderline atrocious for most projects. At least the ones we see on a regular basis. The good teams obviously don’t need our help. To put it bluntly, I have seen one too many 5000 line classes than I care to ever see again.
I think they (my teammates) have just had either bad personal experiences with TDD/Agile/etc., or bad education on it.
A commenter on last week’s post indicated that he viewed being the minority as an opportunity to show how much better things can go with TDD–fewer defects and getting code done sooner. That’s true, and it can feel gratifying, but you’re not likely to gain new converts by effectively showing them up–at least not immediately.
In a den of dogs with old tricks, some of the smart ones eventually come around, but in the short term they’re unlikely to admit that the new tricks might be better. Tim himself was sure his old way of coding (no TDD) was better until well after I’d left his scene.
In any case, from Tim we once again hear how bad experiences with TDD and agile can sour people. (Remember, this is four years ago.) What can we do to help? Here are a couple thoughts:
Iterations are the heartbeat of agile–a consistent pulse, something that can be measured. If iterations are the heartbeat, the heart is retrospectives, representing the core and true spirit of agile: How do we adapt, how do we continually improve?
Too many teams don’t run retrospectives, and many of those that do fall off quickly. Often they fell into the trap of running a consistently boring meeting: What things did we do well, what things do we want to improve upon? Worse, they treated the outcome of the retrospective as a bunch of vague promises. I’d certainly stop attending them if that’s all they were.
A solution to the first is the Esther Derby/Diana Larsen book, Agile Retrospectives. The biggest value of this book is that it provides a number of activities to help you run your retrospectives. It provides a great starting point to devising your own activities–being creative is an important way of keeping people interested in attending retrospectives. There are a number of areas that remain to be explored with respect to retrospectives. For example, I’m currently continuing to explore distributed retrospectives.
With respect to the second challenge–lack of commitment–I like treating the retrospective items as stories, or experiments, that are introduced for the upcoming iteration (but these are not project stories). Thus acceptance criteria are required, and the stories must be specific, concrete things that people will (or won’t) do. During the subsequent retrospective, the team can’t consider the experiment complete if the acceptance criteria has not been met, and thus shouldn’t base subsequent actions on that experiment.
There’s always someone who wants an agile litmus test. “You aren’t agile if…” I feel comfortable in saying that “you aren’t agile if you aren’t consistently doing retrospectives and adapting the process based on them.”
Recently I’ve done three distributed project retrospectives. I’ve heavily used the ideas in the Esther Derby/Diana Larsen book Agile Retrospectives to provide a foundation for these online meetings. Here’s their general flow with a few comments and one addition:
Here are some brief suppositions and observations:
It’s never the same as everyone being there! I view online retrospectives as a microcosm of doing the whole of agile in a highly distributed fashion. Effective communication becomes very difficult.