Clueless – 7 hints you’re probably not on the Agile track
As an Agile coach and working for a consulting organization that specializes in Agile Software Development, I get to meet people who have decided to adopt or are thinking of adopting Agility within their organization.
I have to say, most people understand what an Agile transition means for them and their organization and are willing to make the changes required to make their transition a success.
And then, there are others who are most likely adopting Agile for the wrong reasons and as such, aren’t really interested or even aware of what it means for them.
I’ve put together a short list of 7 (real life!) conversations that made me wonder if common sense had left the building. Feel free to share your conversations…
- Client: I don’t understand. Since we’ve adopted Agile, our developers consistently exceed the time estimates for their tasks.
- Me: Interesting. Who provides the time estimates?
- Client: The project manager…
- Client: We are really serious about implementing Agile within our organization.
- Me: Great! You realize Agile is not a silver bullet that will magically eliminate all your issues?
- Client: Of course, we are fully aware. We would like to start with a new project that is scheduled to start shortly.
- Me: Good. Following our earlier conversation, you realize you will have to make changes to the way your team is currently working and that might impact their productivity in the short term.
- Client: We can’t impact the team’s productivity. The project budget, scope and time lines have already been defined and the project is already 2 months behind schedule…
- Client: We have identified a list of issues that we need help with. Here’s the list. Can you help us?
- Me: Possibly. Let me look at your list. Who came up with the items on this list?
- Client: Me and my direct reports.
- Me: Has the team been involved in putting this list of issues together?
- Client: Absolutely not. We asked them to put together a list of issues they were facing and most of the items were related to lack of trust, micro-management, and bad communication so we threw out their list and put this one together for them…
- Client: We are just about to begin a new iteration but our last iteration was a disaster. We missed our time lines, the product owner is upset at the development team and morale is very low.
- Me: Have you done a retrospection at the end of your iteration?
- Client: No. We need to start development on the new project immediately.
- Me: Wouldn’t there we be value in evaluating what went wrong in order not the repeat the same mistakes?
- Client: We don’t have time for that and quite honestly, we don’t want the team’s morale to get worst once they realize how bad the situation is…
- Client: This Agile thing is great! I’m going to impress the management team with our success.
- Me: How so?
- Client: The development team asked me if they could use Agile for their next project and from what I read, Agile can help them improve their performance and reduce the time to market.
- Me: Yes, if it’s done right you may get those benefits.
- Client: Wonderful! After I gave them the go ahead to start immediately, I told them I now expected to project to be delivered in 9 months (instead of 18 months) and cut their budget by half…
- Client: Agile has done good things for our development team but we keep facing issues with project members that don’t report into our department.
- Me: Who are those external contributors?
- Client: The architects and the DBAs.
- Me: Do you keep them informed of your project progress? Do they get involved in defining the stories? Do they estimate their work?
- Client: Hell, no. We simply assign them the work they need to do and complain to their boss if they fall behind…
- Client: I don’t understand why things aren’t working well.
- Me: What is the issue?
- Client: We took the Certified Scrum Master training you offer, we read a few books, and we’ve started implementing Scrum but nothing seems to be working.
- Me: What do you mean?
- Client: The only thing we didn’t do is take a natural leader to be the Scrum Master. Robert was available so we asked him to be the Scrum Master.
- Me: Who is Robert?
- Client: Robert has been with the company for 22 years. He’s one of the few Mainframe project managers who preferred not to learn the new web technologies and since he didn’t have any assignments, we thought he could do the job…
Do you have any hints you would like to share?