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"We can't solve problems by using the same kind of thinking we used when we created them." Albert Einstein
I had mentioned in my last blog that I'd be discussing how to pick which practices you should be doing. However, in thinking about this, I realized that there is one other step you must first get clear on. This is being clear about the mindset you have and whether it works well for what you are trying to accomplish. Mindsets are often difficult for people to analyze and/or challenge. Mindsets typically show up as the way it is so people don't challenge them. Given most people in the Agile community now appreciate the difference between Waterfall and Agile, I think it could be useful to create a table with how those mindsets differ along with how 1st and 2nd generation mindsets often differ. I've written a couple of earlier blogs on this that you might find of interest: and The Importance of Mindset and The Importance of Mindsets – Part II. Of course, these comparisons are not literally correct. People typically haven't talked about mindsets. I am just trying to expose different ways of thinking.
I want to be clear why I am comparing mindsets here. It is not an attempt to show one mindset is more correct or useful than another. Certainly, there is not a best mindset for all circumstances. However, many of us believe our mindset reflects reality. It does not - it is just how we frame reality. When we can see that there are alternative mindsets, it helps defeat this myth. We are then free to look to see if our mindset is serving us or limiting us. We then have more freedom to change our mindset to something that works better for us in the situation we find ourselves in. Unfortunately, few people take the time to reflect on their own mindset but tend to defend it in an attempt to prove its worth. This is because many people identify themselves with their mindset. This is also unfortunate as it severely limits their ability to reflect on their mindset as doing so feels like a reflection on their own self-worth.
Where 1st and 2nd Generation Methods Are Similar to Each Other
1st Generation Agile
2nd Generation Agile
Requirements can and should be detailed in advance before work on implementing them begins.
Customers will not understand their requirements fully. Even if they do, developers will not be able to understand them perfectly. It is better to incrementally discover the requirements by building part of the system and learning from it.
Same as 1st Generation
Delivery of value
Best to deliver in full, complete chunks
Deliver value incrementally.
Same as 1st Generation. Lean, Kanban and Lean-start up put some extra emphasis on Minimum marketable features, Minimum viable products, etc.
Main Areas Where 1st and 2nd Generation Methods Differ
How To Start a Transition from Waterfall
Start at the team. Have impediments to the team dictate how improve the rest of the organization. If necessary, define new roles and practices and follow them until the team "gets is." Remove impediments to these practices.
Take an holistic view of the entire value stream. Look at what is the root cause of the impediments to flow and work on that. Start with what you do now, initially, respect current roles, responsibilities, and job titles. Change once visibility and understanding are present.
|How to Change Culture
|Change culture by insisting on certain practices until the team gets better with them. This was extreme (pun intended) during the initial phases in XP where teams were warned that if one didn't do all 12 practices it wouldn't stick. Scrum has continued this by chastising those who don't do Scrum properly as Scrum-butters. The challenge is that even when the practices are followed things often don't stick when impediments due to other parts of the organization, those not following the practices, are encountered.
|Change culture by starting where you are, create an understanding, and attempt to create a culture of continuous improvement. Side note: this is not as satisfying at first in that you can't point to big changes and show how much success you are having. However, it is much more likely to still be growing and improving a year later
|Respecting People
|We may respect them personally, but don't provide much respect professionally. We have management tell them what to do.
|Respect means professionally and personally. Let them figure out how to self-organize their work.
|Respect in same way as first generation Agile, but also respect the human condition. That is, people don't like too much change. Accept how people learn and create an environment in which they can grow. Just saying do it, just doesn't do it. Acknowledge it isn't a technical problem, it's a people problem.
|What Is Agile and What Is Agile Based On?
|Agile is based on values and principles.
|Agile is based on values, principles, an understanding of human behavior and product development flow.
|Approach to learning
|People can be told what to do and trained in basic skills needed.
|People learn best by doing. Understanding will come after people have done the work for a while. Retrospectives at the end of iterations is frequent enough for re-thinking and improving one's process.
|People learn best by doing while also being presented with the theory of why the suggested practices work. Learning what to do may be complicated, getting people on board with it is complex - hence a combination of practice and theory is essential. A continuous learning model, a la Rother's Toyota Kata, is ideal.
Organization and focus of Requirements
Top-down, providing full detail
Requirements focus on the customer. They are gathered in the form of stories and decomposed into manageable chunks of work. These stories are put together into releases. This is a somewhat small pieces put together to a release approach.
Requirements focus on the customer within the value proposition of the business. Because of the product portfolio view of 2nd generation methods, it is realized that just focusing on customer value may have us continue creating value for this customer set when we should switch to building value for another set. Requirements are created from a business capability perspective using Minimum Marketable Features or Minimum Viable Products, etc., to create a release plan within which stories are developed.
How to achieve improvement
Focus on management telling workers the best way to do the work
Focus on the people doing the work figuring out the best way to do it and telling management how management can help them.
Have management create an environment for people to do their best and have people self-organize within that environment
The relationship between people and process
Use process to tell people what to do
People over process
People and process (i.e., process is important, but must be created by and serve people)
Management dictates process to teams
Somewhat ignored initially other than making it clear management should not interrupt the team. Teams do provide visibility of the progress and results of their work to the team, during and at the end of the iteration. While many in the Scrum community have finally abandoned the chickens and pigs story, the fact that it ever arose in it indicates the change in attitude about management. It is inconceivable that the story could ever have occurred in Lean/Kanban as close working of management and teams is one of their tenets.
Teams recognize that management is essential to the creation of valuable software. In addition to the visibility provided by 1st generation methods, 2nd generation methods make their workflow visible. This happens through the explicit policies of the teams' workflow.
Level of workflow definition
Workflow is defined and stable. Teams are intended to follow the workflow.
It is not possible to explicitly define workflow except on entry to the team's work and on exit from the team's workflow.
Workflow is defined from the input queue of the team until it is delivered
Scope of methods
Look at the entire value stream.
Focus on the team
Look at the entire value stream.
Team Structure
Teams are fungible and can be put together as needed to maximize utilization.
Organize people as cross-functional teams and keep them fixed.
Cross-functional teams are most effective, but are not necessary.
Planned completely ahead an given to teams
Pulled by team in batches. Manage workload implicitly via time-boxes called iterations.
Pulled by team in small pieces. Manage workload explicitly via work in progress limits.
Other Differences Between 1st and 2nd Generation Methods
Not used
Time-boxing used for managing iterations.
Time-boxing for managing flow discouraged, but can be done. Cadence used to coordinate activities, reviews, data gathering.
It is important to conform to the specification
Conformance is not something to strive for.
Conformance to the best workflow you know (and changing it when you learn) is a good thing.
Technical – Design
Design the system up front
Little to no design is needed. Complete design via emergent design is possible.
I do not practice Agile Gen #1 as you indicate, and have many issues with what you describe. Likely due to the fact that the terms are difficult to convey a precise definition.
* Reqts org in #1 (customer) & #2 (business) are the same in my book. Reqts are organized to best serve the business (assuming the customer represents the business).
* Achieve improvement - i can't see either way working in isolation. In my mind it is always a blend of both 1 & 2.
* people & process -- #1 & #2 are the same. I'm a process nut, but temper it to the team.
* management -- not sure how it is ignored by #1. Unless you mean Cowboy Agile or something.
* workflow -- workflow is very explicit in #1, where we go from user reqt to delivered/deployed feature, and all steps in between. workflow is a huge part of agile #1 IMHO
* scope -- not sure what that even means. however, it seems that your default for #1 (have you practiced some form of #1?) is typically to assume the team ignores the needs of the business, and cares only about making themselves happy. for my teams, "it's the business, stupid" is the James Carville-like campaign slogan.
* team -- not sure why #1 keeps teams fixed. Teams fluctuate. Deal. I don't recall it being an edict to fix the team. Plus, to be agile, you often need to pull in certain specializations as needed.
* conformance -- to say that the team blatantly ignores the business need to meet conformance in #1 is based on what? Why would an agile team balk at not fulfilling a business need? That's not agile, that's belligerent.
* technical design -- little to no design is needed in #1. I think that is a myth, or a lack of understanding. Excess design is avoided, but very few actual teams go into a project blind with no idea as to what sort of architecture or design they are striving for.
But, I will admit, I have not observed hundreds of teams doing Agile #1. But had I observed teams doing most of what you imply as being "normal" for 1st generation agile, i would be critical.
I actually think there is a difference from first gen agile. It's the de emphasis of requirements completely as something necessary to capture business objectives.
The replacement is to take leanstartup MVP oriented techniques to evaluate tech delivery based on business measurable outcomes.
Re: How to start
Are you familiar with New Lanchester Strategy? I'm currently thinking about how it can be applied to organisational change as I'd think that addressing an entire value stream may be strategy for the strong but not necessarily for the weak.
Re: Story organisation
How would a business vs customer organisation of stories look like?
Hi Alan,
I understand you, but I think you are making an horrible mistake by confusing different concerns. Agile is a set of value and principles, nothing more. Manifest by various practices performed by teams dating back to the early 90s that have manifestly worked for them. Why? Well because they embody the values and principles.
Now attempts to make these values and principles mainstream have mostly failed. Having another go, using a somewhat different approach, and labeling that effort Agile #2, is nothing more than a rebranding effort at best.
Let's leave Agile out of it and talk about adoption strategies. There are many Agile teams who are successful and see the distinction you make as a false one. As for adoption, both approaches you describe have the same fundamental flaw. Good people make good organizations/teams. These people embrace progressive values, and principles, because they appeal to them. Not because they were somehow hoodwinked into it.
Whilst there is an industry built on the idea that values and principles can be readily packaged and sold. Most people see this for what it is, a marketing and sales effort. Like In all aspects of life, change comes from within and is the responsibility of each individual involved. Rehashing the sales pitch and expecting a different result has been tried and failed several times before.
No doubt in a couple of years someone will be pitching Agile #3. It's not the first time. My guess is that we are are already up to Lean #6 or so, but whose counting :)
Hi Alan,
Looking forward to your new column. I suggest you do some reading on fad-cycles. How they are created and why they fail. There are a number of common ingredients amongst fads. "A promise", the claim of "universality", a "bandwagon", followed by "disillusionment" when the espoused benefits aren't realised by later adopters and finally rejection. When the idea is "disparaged".
Now none of these phases is rational. They have to do more with human psychology then the objective facts. No single approach to Agile adoption is universal, and for some, Agile adoption will never occur.
Uncle Bob's organisation Object Mentor, adopted XP from Kent Beck in a couple of weeks. They got it straight away, because there was much overlap with their incumbent values and beliefs. Now contrast this with a stayed command and control enterprise. Kent Beck having a chat with the CEO isn't going to cut it. Both men will leave the discussion with different ideas over what Agile is, because there is little common ground between them.
None of this has anything to do with Agile. It also happened with BPR, Lean and any other Management theory that has appeared in the last 40 years. All built on truth, but extrapolated beyond their natural zone of appeal/applicability.
Agile isn't for everyone. Now you may be saying the same. In which case call Agile #2 something different entirely, so there is no confusion.


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Local, neighborhood jewelry store needs a professional flyer designed. Family owned and operated Memphis TN (United States) jeweler since 1977. Independently owned and operated. 5 stores in the Memphis,TN area. Only jewelry store in the Memphis area that can pair the comfortable friendly atmosphere, credibility, and integrity of a neighborhood jeweler, with the huge selection of fine jewelry usually only found at a major chain and department stores – all at much lower prices. Store website: http://www.rijewelers.com/
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Major Section: EVENTS
Examples: (defchoose choose-x-for-p1-and-p2 (x) (y z) (and (p1 x y z) (p2 x y z))) (defchoose choose-x-for-p1-and-p2 x (y z) ; equivalent to the above (and (p1 x y z) (p2 x y z))) ; The following is as above, but strengthens the axiom added to pick a sort ; of canonical witness, as described below. (defchoose choose-x-for-p1-and-p2 x (y z) (and (p1 x y z) (p2 x y z)) :strengthen t) (defchoose choose-x-and-y-for-p1-and-p2 (x y) (z) (and (p1 x y z) (p2 x y z)))
Some Related Topics
fn is the symbol you wish to define and is a new symbolic
name (see name),
(bound-var1 ... bound-varn) is a list of
distinct `bound' variables (see below),
(free-var1 ... free-vark)
is the list of formal parameters of
fn and is disjoint from the
bound variables, and
body is a term. The use of
keywords (such as
&optional) is not allowed. The documentation
string argument,
:doc doc-string, is optional; for a description of the
form of
doc-string see doc-string. The
:strengthen keyword argument
is optional; if supplied, it must be
t or
The system treats
fn very much as though it were declared in the
signature of an
encapsulate event, with a single axiom exported as
described below. If you supply a
:use hint (see hints),
:use fn, it
will refer to that axiom. No rule (of class
rewrite or otherwise;
see rule-classes) is created for
Defchoose is only executed in defun-mode
see defun-mode. Also see defun-sk.
In the most common case, where there is only one bound variable, it is
permissible to omit the enclosing parentheses on that variable. The effect
is the same whether or not those parentheses are omitted. We describe this
case first, where there is only one bound variable, and then address the
other case. Both cases are discussed assuming
:strengthen is
which is the default. We deal with the case
:strengthen t at the end.
The effect of the form
(defchoose fn bound-var (free-var1 ... free-vark) body)is to introduce a new function symbol,
fn, with formal parameters
(free-var1 ... free-vark). Now consider the following axiom, which
states that
fn picks a value of
bound-var so that the body will be
true, if such a value exists:
(1) (implies body (let ((bound-var (fn free-var1 ... free-vark))) body))This axiom is ``clearly conservative'' under the conditions expressed above: the function
fn simply picks out a ``witnessing'' value of
if there is one. For a rigorous statement and proof of this conservativity
claim, see conservativity-of-defchoose.
Next consider the case that there is more than one bound variable, i.e., there is more than one bound-var in the following.
(defchoose fn (bound-var1 ... bound-varn) (free-var1 ... free-vark) body)Then
fn returns a multiple value with
n components, and formula (1)
above is expressed using
mv-let as follows:
(implies body (mv-let (bound-var1 ... bound-varn) (fn free-var1 ... free-vark) body))
We now discuss the case that
:strengthen t is supplied. For simplicity
we return to our simplest case, with
defchoose applied to function
fn, a single free variable
y, and a single bound variable
bound-var. The idea is that if we pick the ``smallest'' witnessing
bound-var for two different free variables
y and
y1, then either
those two witnesses are the same, or else one is less than the other, in
which case the smaller one is a witness for its free variable but not for the
other. (See comments in source function
defchoose-constraint-extra for
more details.) Below,
body1 is the result of replacing
y by
(2) (or (equal (fn y) (fn y1)) (let ((bound-var (fn y))) (and body (not body1))) (let ((bound-var (fn y1))) (and body1 (not body))))An important application of this additional axiom is to be able to define a ``fixing'' function that picks a canonical representative of each equivalence class, for a given equivalence relation. The following events illustrate this point.
(encapsulate ((equiv (x y) t)) (local (defun equiv (x y) (equal x y))) (defequiv equiv)) (defchoose efix (x) (y) (equiv x y) :strengthen t) (defthm equiv-implies-equal-efix-1 (implies (equiv y y1) (equal (efix y) (efix y1))) :hints (("Goal" :use efix)) :rule-classes (:congruence)) (defthm efix-fixes (equiv (efix x) x) :hints (("Goal" :use ((:instance efix (y x))))))
If there is more than one bound variable, then (2) is modified in complete
analogy to (1) to use
mv-let in place of
Comment for logicians: As we point out in the documentation for
defchoose is ``appropriate,'' by which we mean that
it is conservative, even in the presence of
epsilon-0 induction.
For a proof, See conservativity-of-defchoose.


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AVmail: May 27, 2013
Letter of the Week: Buyer Beware
Regarding the story about pre-purchase inspections:
We bought a Cessna 172 a few years ago. Our guy was forgiven for not noticing the sluggish performance of the airplane since he flew a PA-32-300 down to Gainesville, GA before checking the 172N out. Back at our home base, we got steady complaints about the aircraft performance since our other C-172M was performing much better. Mechanics looked at everything imaginable until, finally, a borescope inspection revealed that during the last overhaul the cam was installed one tooth off, which caused the engine to perform as though it was firing after top dead center.
During the teardown to correct that problem, it was discovered that a gasket that was clearly marked "this side out" was installed backwards. A hole allowing oil flow to the fuel pump area was blocked, and oil pressure had blown a hole in the gasket, allowing some lubrication. This engine had been overhauled by a shop that was no longer in business, but the mechanic who had signed off on the job was working at another shop in the area.
Should we have reported the problem to the FAA? That was debated, and the idea dropped. Just because a mechanic has experience and a certificate doesn't mean he does good work.
Dennis English
Future Fuel
Regarding the "Question of the Week": I don't expect to be buying any aviation fuel in 10 years. Avgas is outrageously expensive now, and there is zero chance that any replacement will cost less, so I'm convinced that GA as we know it will be gone.
My generation will, for the most part, be too old to fly in 10 years, and the younger, potential pilots see the costs involved and decide to play golf or video games. Besides, flying is "dangerous," and we, as a society, no longer have the ability to tolerate any risk, regardless of the reward. I hope I'm wrong, but I doubt it.
Gerry McCarley
I expect to be using auto gas with anti-detonation injection.
Mark Crapnell
A World Without GPS
Regarding the May 16 "Question of the Week": I would revert quickly and painlessly to pilotage and dead reckoning. After all, neither the rivers nor mountains move much up here in Alaska.
H. Lee Griffin
I always still keep VORs queued up in the 530 and 430, along with triangulating and getting DME info. It keeps me even busier and is for just such an eventuality. I submit that, if able, all pilots should continually be doing this and playing "what if."
Jeff May
It depends on what type of aviation I was committing at the time and where I was flying. On an instrument flight, I would depend on other non-GPS equipment as a precaution, raise personal minimums, file and fly the IFR flight plan (so ATC knows when to expect me if the radios don't work), review the regs again on IFR lost communications, and avoid GPS LIFR in Alaska, Canada, and the northern half of the U.S. The southern half of the U.S. will not likely be impacted.
For a VFR flight, I would get current sectionals. I like dead reckoning and practice it routinely, especially in a glider. I will be wearing more sunscreen. The impacts will be to polar-routed airlines and high-latitude flights.
Scott Wiley
When that happens, I probably wouldn't notice. A paper map and a wet compass are good enough, and neither requires batteries.
Ed Covill
Oh my gosh! I'll look out the window!
Paul Tipton
Windy Weather
Regarding your recent article on "Big Blows": Thank you for a great read on landing and flying in excess wind.
Out in Casper, Wyoming (KCPR), we deal with constant unrelenting winds the entire year.
In fact, Boeing brought their gorgeous 787 Dreamliner to KCPR for flight testing, specifically for landing in high crosswinds.
A scheduled stop here at KCPR had to be cancelled due to "not enough wind." Go figure.
The Boeing crew finally did come into KCPR for Dreamliner testing.
Some pilots stopping in at KCPR for a break, to refuel, etc. ask, "Is the wind always this bad?" Well, yes, that's kind of the norm around these parts. Sorry.
Practice makes perfect in regards to landing in our unusual winds here, and, really, it's not that bad if one flies into KCPR on a regular basis.
Here's to some good slipping and crabbing!
James G. Feiler
Wyoming Wing, Civil Air Patrol
Paying to Fly
Regarding the story on user fees in New Zealand: New Zealanders should consider themselves privileged. The landing fee for the Mooney 201J that I fly at my local airport in southern Germany is $29, although I must admit this is extreme due to lack of noise certificate. A C-172 comes in at half that price. Avgas runs $13 per gallon.
You lucky U.S. and New Zealand pilots!
Juergen Boettcher
406 Makes Sense
Regarding the story on opposition to phasing out 121.5 MHz ELTs: I've had a 406 MHz ELT in my 1963 Cessna 172D for as long as they've been available. Before that, I had taken a lengthy boat trip through the San Juan Islands and Gulf Islands of Washington and B.C. and had installed a 406 EPIRB in my little boat. So I really believe in the technology, and I've often verbally disagreed with AOPA and others who have taken the anti-406 stance, mostly on the economic issue, never mind that 121.5/243 ELTs have proven to be less reliable and are no longer monitored by the satellite-based SAR system.
Now we have some Senators joining the anti-406 folks, ostensibly because 406 ELTs will be made obsolete because of NextGen's ADS-B magic. Come on, people, get real! Here we have proven technology that saves lives and will undoubtedly save many more lives between now and when NextGen is fully implemented and which may very well save the lives of those whose airplanes go down in survivable incidents in areas in which ADS-B and all the other NextGen bells and whistles will not detect them, at all. Not to mention, the real cost of a fully functioning 406 ELT is a whole bunch less than the ADS-B in and out "requirements" of NextGen � which won't be required until 2020, seven years away.
This is nothing but a rehash of the anti-ELT arguments that were instituted after the loss of Congressmen Boggs and Begich in 1972 on a flight in Alaska piloted by Don Jonz, which triggered the single most lengthy and costly SAR efforts in history. The anti-ELT arguments then � "I don't fly in Alaska"; "I don't fly in bad weather"; "I always file a flight plan"; "my wife knows the route I fly and when I'll get there"; "ELTs aren't reliable"; "I'm a good pilot" � were just as fallacious as the anti-406 economic arguments today.
I think these anti- folks should ask themselves this question: "If I am in a survivable crash, do I want to die of exposure because the SAR people can't find me right away?"
Cary Alburn
Executive Privilege
Regarding the story on the auction of former military DC-9s: To the best of my knowledge, being a former controller, there is no such thing as Air Force Two. There are only Air Force One, Marine One, Army One, Navy One. The designation is specifically set aside for any flight with the President aboard; otherwise, if dispatched at his request, it would be Exec One. The Vice-President's flights are known as Exec Two.
Jay Falatko
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Reviewed by Jamesina M.. (age 14)
I thought this book was terrific. It really was an entertaining book that helps you get over teen fears about popularity. My favorite part of the book was when they show pages out of the "book" and you get to read them, too. Lauren reminded me of myself because when something uncomfortable happens, I can't get over it, and end up bringing it up over and over. The author's style was awesome because she really described the mind of a teenage girl. She expressed the characters and their ways and personalities just as I would have imagined them. Some parts of the book were funny, while others were serious.
I highly recommend this book to all ages. It helps you understand how to face both friend and school challenges.


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