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Getting rid of agile in a few simple steps

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How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.

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Getting rid of agile in a few simple steps

  1. 1. Getting Rid of Agile in a Few Simple Steps Or what happens when an unstoppable force meets an immovable object Hanno Jarvet
  2. 2. Know Thyself• If you know your enemies and know yourself, you can win a hundred battles without a single loss.• If you only know yourself, but not your opponent, you may win or may lose.• If you know neither yourself nor your enemy, you will always endanger yourself. Sun Tzu www.jarvet.com
  3. 3. Terrain• The natural formation of the country is the soldiers best ally;• but a power of estimating the adversary, of controlling the forces of victory, and of shrewdly calculating difficulties, dangers and distances, constitutes the test of a great general.Sun Tzu www.jarvet.com
  4. 4. Terrain• Status quo• Organizational culture• Organizational immune system• Law of entropy• Daily focus• Human nature www.jarvet.com
  5. 5. Management Issues• Don’t trust the team or agile. Micromanage both your team members and the process.• If agile isn’t a silver bullet, blame agile.• Equate self-managing with self-leading and provide no direction to the team whatsoever.• Ignore the agile practices.• Undermine the team’s belief in agile. Source: Mike Cohn and Clinton Keith www.jarvet.com
  6. 6. Team Issues• Continually fail to deliver what you committed to deliver during iteration planning.• Cavalierly move work forward from one iteration to the next. – It’s good to keep the product owner guessing about what will be delivered.• Do not create cross-functional teams. – Put all the testers on one team, all the programmers on another etc.• Large projects need large teams. – Ignore studies that show productivity decreases with large teams due to increased communication overhead. Since everyone needs to know everything, invite all fifty people to the daily standup. Source: Mike Cohn and Clinton Keith www.jarvet.com
  7. 7. Product Owner Issues• Don’t communicate a vision for the product to the agile team or to the other stakeholders.• Don’t pay attention to the progress of each iteration and objectively evaluate the value of that progress.• Replace a plan document with a plan “in your head” that only you know.• Have one person share the roles of ScrumMaster and product owner. In fact, have this person also be an individual contributor on the team. Source: Mike Cohn and Clinton Keith www.jarvet.com
  8. 8. Process Issues• Start customizing an agile process before you’ve done it by the book.• Drop and customize important agile practices before fully understanding them.• Slavishly follow agile practices without understanding their underlying principles.• Don’t continually improve.• Don’t change the technical practices.• Rather than align pay, incentives, job titles, promotions, and recognition with agile, create incentives for individuals to undermine teamwork and shared responsibility.• Convince yourself that you’ll be able to do all requested work, so the order of your work doesn’t matter. www.jarvet.com Source: Mike Cohn and Clinton Keith
  9. 9. Killing LeanThe Seven Principles of Lean:1. Eliminate Waste2. Amplify Learning3. Decide as Late as Possible4. Deliver as Fast as Possible5. Empower the Team6. Build Integrity In7. See the Whole Reference: http://en.wikipedia.org/wiki/Lean_manufacturing www.jarvet.com
  10. 10. Killing Scrum• Retrospectives – Blame or stay silent – Decrease or get rid of altogether – No resulting action• Weak DOD• Long Backlog• Scrum Master is the Product Owner• Use Scrum where it adds no value www.jarvet.com
  11. 11. Killing KanbanFirst follow the foundational Core practicesprinciples• Start with what you do now 1. Visualize• Agree to pursue incremental, 2. Limit WIP evolutionary change 3. Manage Flow• Initially, respect current roles, 4. Make Process Policies responsibilities & job titles Explicit then adopt the core practices 5. Improve Collaboratively (using models/scientific method)
  12. 12. Case Studies1. Let’s build the team!2. Swedish gaming company3. 3 x 9 months telco cycle www.jarvet.com

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