Agile pathologies

642
-1

Published on

Published in: Technology, Health & Medicine
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
642
On Slideshare
0
From Embeds
0
Number of Embeds
10
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Reusable StrategyNear identical implementationsSimple to understandWell socializedTalked about a lotEasy to replicate
  • Sometime elusiveAdoption Rate Vs. Success Rate: 75% of Scrum adoptions have failed.
  • PhilosophyCommunication“Agile teams cannot exist with occasional communication.”Knowledge ManagementWikis and meetings are job aides; no more, no lessProcessCollocatedDisciplinary self-sustainedStory WritingContinuous IntegrationTest Driven DevelopmentBest PracticesCommunities of Practices (COP)
  • Corporate policies, e.g. multiple projects or rotation programs Strong identity, e.g. we are a metrics company Command andControl (In nobody we trust) Homework in Iteration Planning – Iteration planning is an activity and not an event Behaviors that block acceptance (e.g. perfectionist)Neuro-linguistic tendencies (e.g. generalizations, etc.)
  • It all revolves around ‘Communication’ in Agile teams; “Agile teams cannot exist with occasional communication”. This communication is not just human to human but machine to human as well. That’s the motivation behind CI, TDD, and Story Writing.
  • Agile pathologies

    1. 1. Rajeev.Singh@ThoughtWorks.com www.AgileMontage.com
    2. 2. Behaviors are fairly predictable. It doesn’t help to blame people, RajeevOMG! Did he say “Pathologies”?
    3. 3. Is Agile: The best way to run a project? ORThe way best people choose to run a project?
    4. 4. People are more valuable, butother things are more valuable
    5. 5. ORGANIZATIONStrengths that sometimes become their weaknessesMANAGEMENTLack of courage it often demonstratesTEAMStruggles they constantly have but do very little aboutINDIVIDUALProblems people often don’t know of and ignore
    6. 6. ORGANIZATION• Instant Agile • Corporate Policies and Structures• Strong IdentityMANAGEMENT• Squirrel Agile • Misguided Command and Control• Lack of Team Design • Struggle with New Metrics• Cherry-Pick Agile • Agile without AgilityTEAM• Issues repeat in Retrospectives • Regular Hangovers• Increase Iteration Length • Extending Iterations• Homework in Iteration Planning • Incorrect Accounting of VelocityINDIVIDUALS• Uninterested in ‘Why’ of Agile • Behaviors that Block Acceptance• Estimation Scales • Lone Wolf Syndrome• Neuro-linguistic Tendencies • Broken Window Syndrome
    7. 7. Calendars Booked Through Year End
    8. 8. Certificate of Achievement This is to certify that ………………………………………….. Has achieved an award in ……………………………….Signed: xx/xx/xxxx
    9. 9. THE UGL MIRROR YAgile World Exclusive COMPETENCE NEWS AND GOSSIP March 10, 2012YOUR HEROES ARE NOVICES P P R R SOLUTION O B O Dunning B L E NOVICE EXPERT L Kruger E M M
    10. 10. We have daily Our standups standups are long Yes, PO can Do we need a participate daily standup? Best Practices Memorize Understand Reflect Question Chasm of CuriosityStroll Transformation
    11. 11. ValueScope Schedule
    12. 12. Value (Releasable Product, Continuous Improvement) Quality Constraints(Reliable, Adaptable Product) (Cost, Schedule, Scope)
    13. 13. People development backlogRecipe for Continuous Improvement?
    14. 14. Everybody please clean your calendars
    15. 15. Bias for “Misguided”conventional Command Success and Control Stigma
    16. 16. Holy Grail?
    17. 17. Social Identity Autonomy Self-Efficacy
    18. 18. Mindset Methods Media Inspect, ToolsSocratic adapt, contribute, vary not drive
    19. 19. WINTER TemplateSECRET Foundation of AgilitySAUCE
    20. 20. Self Direction / Org. 12/Year
    21. 21. LearningBalance Shock and Maintenance Estimates
    22. 22. Demonstrate “Why” Wasteful but not Useless Artifacts
    23. 23. Beware of Tool Trap Where and How Fast Excel
    24. 24. Frequent and small Allows Releases Enables Produces CustomerContinuous Refactoring InvolvementIntegration Simple Design Triggers Allows Requires Enables Enables TDD Adaptive Planning MethodsAutomated Empowered Collective Testing Teams Ownership Allows Requires Allows Minimal Documentation
    25. 25. On the Surface Minimal Frequent and Planning Game Daily StandupDocumentation Small Releases In the MiddleCollective Coding Continuous Sustainable AdaptiveOwnership Standards Integration Pace Planning Deep Down Pair TDD Refactoring Simple Design Programming
    26. 26. Process FanaticsUnsatisfied and demotivated people Weak at addressing people issues Is Agile: Best way? OR Best people?
    27. 27. Rajeev.Singh@ThoughtWorks.com www.AgileMontage.com

    ×