The New Methodology

　　Managing a People Oriented Process

　　People orientation manifests itself in a number of different ways in agile processes. It leads to different effects, not all of them are consistent.

　　One of the key elements is that of accepting the process rather than the imposition of a process. Often software processes are imposed by management figures. As such they are often resisted, particularly when the management figures have had a significant amount of time away from active development. Accepting a process requires commitment, and as such needs the active involvement of all the team.

　　This ends up with the interesting result that only the developers themselves can choose to follow an adaptive process. This is particularly true for XP, which requires a lot of discipline to execute. This is where Crystal is such an effective complement as it aims at being minimally disciplined.

　　Another point is that the developers must be able to make all technical decisions. XP gets to the heart of this where in its planning process it states that only developers may make estimates on how much time it will take to do some work.

　　Such technical leadership is a big shift for many people in management positions. Such an approach requires a sharing of responsibility where developers and management have an equal place in the leadership of the project. Notice that I say equal. Management still plays a role, but recognizes the expertise of developers.

　　An important reason for this is the rate of change of technology in our industry. After a few years technical knowledge becomes obsolete. This half life of technical skills is without parallel in any other industry. Even technical people have to recognize that entering management means their technical skills will wither rapidly. Ex-developers need to recognize that their technical skills will rapidly disappear and they need to trust and rely on current developers.

　　The Difficulty of Measurement

　　If you have a process where the people who say how work should be done are different from the people who actually do it, the leaders need some way of measuring how effective the doers are. In Scientific Management there was a strong push to develop objective approaches to measuring the output of people.

　　This is particularly relevant to software because of the difficulty of applying measurement to software. Despite our best efforts we are unable to measure the most simple things about software, such as productivity. Without good measures for these things, any kind of external control is doomed.

　　Introducing measured management without good measures leads to its own problems. Robert Austin made an excellent discussion of this. He points out that when measuring performance you have to get all the important factors under measurement. Anything that's missing has the inevitable result that the doers will alter what they do to produce the best measures, even if that clearly reduces the true effectiveness of what they do. This measurement dysfunction is the Achilles heel of measurement-based management.

　　Austin's conclusion is that you have to choose between measurement-base management and delagatory management (where the doers decide how to the work). Measurement-based management is best suited to repetitive simple work, with low knowledge requirements and easily measured outputs - exactly the opposite of software development.

　　The point of all this is that traditional methods have operated under the assumption that measurement-based management is the most efficient way of managing. The agile community recognizes that the characteristics of software development are such that measurement based management leads to very high levels of measurement dysfunction. It's actually more efficient to use a delegatory style of management, which is the kind of approach that is at the center of the agilist viewpoint.

　　The Role of Business Leadership

　　But the technical people cannot do the whole process themselves. They need guidance on the business needs. This leads to another important aspect of adaptive processes: they need very close contact with business expertise.

　　This goes beyond most projects involvement of the business role. Agile teams cannot exist with occasional communication . They need continuous access to business expertise. Furthermore this access is not something that is handled at a management level, it is something that is present for every developer. Since developers are capable professionals in their own discipline, they need to be able to work as equals with other professionals in other disciplines.

　　A large part of this, of course, is due to the nature of adaptive development. Since the whole premise of adaptive development is that things change quickly, you need constant contact to advise everybody of the changes.

　　There is nothing more frustrating to a developer than seeing their hard work go to waste. So it's important to ensure that there is good quality business expertise that is both available to the developer and is of sufficient quality that the developer can trust them.