Agile pandemic.pptx


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Agile is just a fad. Don't adopt agile because the world is. Adopt agile if it solves your problem. For which you need to know your real problems.

When you are new follow them as-is. But don't stay new too long.

Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.

Best of luck!

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Agile pandemic.pptx

  1. 1. Agile is just a fad – By Tushar Somaiya
  2. 2. Tushar   is   founder,   director   of   ShuHaRiAgile,   a   premium   agile   training  /  coaching  partner  and  coachingdojo,  a  unique  community   for   agile   leaders,   executive   coaches,   agile   coaches   and   agile   practitioners  to  share,  learn  &  network.   Tushar   Somaiya   is   a   passionate   certified   professional   coach   who   helps  executives  &  teams  discover  and  unleash  their  true  potential.   He  believes  in  a  democratic  organization  &  self-­‐‑organizing  teams.   He  calls  himself  a  servant  leader.  Through  his  NueroScience  based   coaching   &   consulting,   he   has   helped   projects   and   organizations   turn  agile  and  become  truly  high  performing  teams. He   is   Results   Certified   Coach,   Certified   Transformational   Coach,   Certified   Scrum   Master,   Certified   Scrum   Professional,   Certified   System   Business   Analysts   &   one   of   the   first   500   PMI-­‐‑Agile   Certified  Professional. Tushar   has   13   years   of   IT   experience   and   over   6   years   of   agile   experience.   He   is   known   for   his   fun-­‐‑filled,   hands-­‐‑on   interactive  Placeholder  for   trainings   &   speeches   at   prestigious   conferences.   His   blogs   have   CST been   re-­‐‑published   on   ScrumAlliance,  AgileAtlas   &   PMHut.   He   is   an  active  volunteer  at  ScrumAlliance  &  PMI  Mumbai  Chapter. © All Rights Reserved
  3. 3. Inspired  By •  Geert Bossuyt – More Agile•  Steve Denning – Agile is not enough – beyond agile manifesto•  Ravi Mohan – Let the agile fad flow by•  Christopher Goldsbury – The agile management fad•  Stop agilizing everything•  Luke Halliwell – The agile disease•  Steve Yegge – Good Agile, Bad Agile © All Rights Reserved
  4. 4. What  is  fad? Or is it fashion? © All Rights Reserved
  5. 5. Jargon  &  Consultants Agile has many © All Rights Reserved
  6. 6. Certifications  &  Job  Titles Certifications from external agencies and job titles referring to the fad. © All Rights Reserved
  7. 7. Big  Words  &  Big  Claims New metrics, internal or external sponsoring departments, big words and complex phrases © All Rights Reserved
  8. 8. Fad?  Yes.    Value?    ???. By definition then, agile is a fad. Is there a value in fad itself? Is there value in agile? © All Rights Reserved
  9. 9. What’s  Wrong  With  Agile? © All Rights Reserved
  10. 10. Danger  Of  Agile  Processes Doing the easy parts and not the hard parts © All Rights Reserved
  11. 11. Short  Comings  Of     Agile  Manifesto “Working software over comprehensive documentation”Is something I agree with. But this simply encourages people to considerdoing no documentation as valid, which may be dangerous.“Working software is the primary measure of success”What about creating & delivering value? Why not measure valuedelivered over working software! © All Rights Reserved
  12. 12. Short  Comings  Of     Agile  Manifesto “Responding to change over following a plan”Again, the danger is that it gives validity to the idea ofnot doing planning at all, which is a commontendency in the first place.This manifesto item really misses the point of planning:the greatest value of planning lies not in the followingof the plan, but in the making of the plan. In Eisenhower’s words, “The plan is nothing. Planningis everything.” © All Rights Reserved
  13. 13. Short  Comings  Of     Agile  Manifesto •  Another principle of agile is “Welcome change” why not “seek change”?•  Satisfy customer. Why not Delight Customer?•  Face-to-face communication. Shouldn’t it be heart to heart over face-to-face?•  Evolve design. Evolve everthing!•  Reflect regularly. Reflect continuously. © All Rights Reserved
  14. 14. MoreAgile  Manifesto Teamwork & responsibility over Individuals and interaction Deliver value over Working softwarePartnership elaboration over Customer collaboration Embrace change over Respond to change While we value the Agile Manifesto, we state that MoreAgile is more Agile © All Rights Reserved
  15. 15. Shortcomings  Of  Scrum © All Rights Reserved
  16. 16. Daily  Standup •  Having daily stand-up meetings is ludicrous;•  It exists simply to protect against the dysfunction of team members that never talk to one another.•  The Scrum literature goes on about how great it is that people can’t be blocked by anything for more than a day because of these meetings.•  In anything resembling a normal, common-sense team, people will surely raise blockages with their manager as soon as they occur and not need to wait for a daily meeting! © All Rights Reserved
  17. 17. Scrum  Master •  The <barf>Scrum Master</barf>, according to the book, is “a new management role introduced by Scrum … responsible for ensuring that Scrum values, practices, and rules are enacted and enforced”.•  Could you think of anything more pointlessly circular? A whole new management role, just to ensure that the methodology is followed.•  This is where you begin to see how Scrum is aimed at badly managed teams. © All Rights Reserved
  18. 18. Sprints •  The concept of rigidly refusing to change what you’re doing within a sprint is clearly there to protect against feeble managers who can’t say no to their employers even when it’s in their best interests.•  Any matured team would loose the sight of sprints and seek changes even during the sprints to maximize value and minimize waste just like Kanban or Lean flow system. © All Rights Reserved
  19. 19. Product  Owner •  Having an assigned person (the “product owner”) to control the backlog exists purely to combat a crazy situation where multiple people tell developers what to do.•  I guess following Scrum helps these poor souls to stand up to the rest of their corporation.•  For the rest of us, it’s irrelevant.•  If you’re a software product company that ships commercial software, you’ll already have sorted out who makes decisions on features and product vision.•  And wherever you work, if your manager can’t spot this problem arising and fix it themselves, they’re incompetent and you have bigger problems. © All Rights Reserved
  20. 20. Scrum  Room •  The “Scrum room” – where all Scrum meetings take place – is apparently worth a mention in the process.•  All this says to me is that the whole process is aimed at developers who don’t even have a meeting room with whiteboards.•  By bringing in a Scrum consultant, perhaps they’ll get one.•  But you have to ask yourself: if your employer won’t give you a meeting room with whiteboards unless a consultant tells them to, don’t you have bigger problems? © All Rights Reserved
  21. 21. Do  What  Is  Needed •  Scott Ambler said We don’t need repeatable processes we need repeatable results.•  What this says to me, is do what is needed to drive results.•  Teams need to come together and determine what will work best to give them the best chance to deliver results. This is just smart. © All Rights Reserved
  22. 22. Agile  Movement It shook our community and made us all think about how we were running projects. Brought the focus back on VALUE. © All Rights Reserved
  23. 23. Labels  &  Fad  Still  Required Don’t push for agile over waterfall, push for what is right for the project. Push for what is right for the business in the short and long term. Even though I think the word agile is a fad, the agile movement is definitely a trend. © All Rights Reserved
  24. 24. Good  Turned  Ugly Abandon a one size fits all model. Be pragmatic about everything!! © All Rights Reserved
  25. 25. Avoid  Formulaic  Response Avoid one problem – one solution. © All Rights Reserved
  26. 26. Stop  Agilizing  Everything Good ideas, tools, and techniques don’t need the word ‘agile’ pre or post fixed to be worthwhile © All Rights Reserved
  27. 27. Solve  Real  Problems So turn off the scrum-o-matic. Wipe the agile makeup fromyour face, and put the kanban sequin dress away. There are still some real problems to solve. © All Rights Reserved
  28. 28. Conclusion Full value has been realized, copied, marketed and redistributed without concern for the result. Another wave will again crest and break onto the shores of software management and leadership delivering only incremental improvement. © All Rights Reserved
  29. 29. Thank  You! Tushar Somaiya, Founder, Director ShuHaRiAgile, Subsidiary of © All Rights Reserved