The document discusses various challenges that organizations, management, teams, and individuals face when adopting agile practices. It identifies strengths that sometimes become weaknesses for organizations. For management, it calls out a lack of courage and misguided command and control approaches. Teams struggle with issues that repeat in retrospectives and extending iterations. Individuals may be uninterested in understanding why agile is used or have behaviors that block acceptance. The document provides analysis of these challenges across multiple levels and suggests focusing on developing people.

1. Rajeev.Singh@ThoughtWorks.com
www.AgileMontage.com

2. Behaviors are fairly
predictable. It doesn’t help to
blame people, Rajeev
OMG! Did he say
“Pathologies”?

3. Is Agile:
The best way to run a project?
OR
The way best people choose to run a project?

4. People are more valuable, but
other things are more valuable

5. ORGANIZATION
Strengths that sometimes become their weaknesses
MANAGEMENT
Lack of courage it often demonstrates
TEAM
Struggles they constantly have but do very little about
INDIVIDUAL
Problems people often don’t know of and ignore

6. ORGANIZATION
• Instant Agile • Corporate Policies and Structures
• Strong Identity
MANAGEMENT
• Squirrel Agile • Misguided Command and Control
• Lack of Team Design • Struggle with New Metrics
• Cherry-Pick Agile • Agile without Agility
TEAM
• Issues repeat in Retrospectives • Regular Hangovers
• Increase Iteration Length • Extending Iterations
• Homework in Iteration Planning • Incorrect Accounting of Velocity
INDIVIDUALS
• Uninterested in ‘Why’ of Agile • Behaviors that Block Acceptance
• Estimation Scales • Lone Wolf Syndrome
• Neuro-linguistic Tendencies • Broken Window Syndrome

7. Calendars Booked Through Year End

8. Certificate of Achievement
This is to certify that
…………………………………………..
Has achieved an award in
……………………………….
Signed: xx/xx/xxxx

10. THE UGL MIRROR
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Agile World Exclusive COMPETENCE NEWS AND GOSSIP March 10, 2012
YOUR HEROES ARE NOVICES
P P
R R
SOLUTION
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O Dunning
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NOVICE EXPERT L Kruger
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11. 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 Curiosity
Stroll Transformation

12. Value
Scope Schedule

13. Value
(Releasable Product, Continuous Improvement)
Quality Constraints
(Reliable, Adaptable Product) (Cost, Schedule, Scope)

14. People development backlog
Recipe for Continuous
Improvement?

16. Everybody please clean your calendars

17. Bias for “Misguided”
conventional Command
Success and Control
Stigma

18. Holy Grail?

19. Social Identity Autonomy
Self-Efficacy

20. Mindset Methods Media
Inspect, Tools
Socratic adapt, contribute,
vary not drive

21. WINTER
Template
SECRET
Foundation of Agility
SAUCE

22. Self Direction / Org.
12/Year

23. Learning
Balance Shock and Maintenance
Estimates

24. Demonstrate “Why”
Wasteful but not Useless
Artifacts

25. Beware of Tool Trap
Where and How Fast
Excel

26. Frequent and small
Allows
Releases Enables
Produces
Customer
Continuous
Refactoring Involvement
Integration
Simple Design
Triggers
Allows Requires Enables
Enables TDD
Adaptive Planning
Methods
Automated Empowered Collective
Testing Teams Ownership
Allows
Requires
Allows
Minimal
Documentation

27. On the Surface
Minimal Frequent and
Planning Game Daily Standup
Documentation Small Releases
In the Middle
Collective Coding Continuous Sustainable Adaptive
Ownership Standards Integration Pace Planning
Deep Down
Pair
TDD Refactoring Simple Design
Programming

28. Process Fanatics
Unsatisfied and demotivated people
Weak at addressing people issues
Is Agile:
Best way?
OR
Best people?

29. Rajeev.Singh@ThoughtWorks.com
www.AgileMontage.com