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Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.
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Agile Is Hard!!
!!Ron Lichty, principal, Ron Lichty Consulting
author, Managing the Unmanageable!www.RonLichty.com, www.ManagingTheUnmanageable.net !
!!
Our Distinguished Panel • Pollyanna Pixton
– Principal, Accelinnova – Author • Stand Back & Deliver: Accelerating Business Agility
• The Agile Culture: Leading through Trust & Ownership
• Brian Drummond – Senior Agile Coach, LinkedIn – Formerly: Yahoo!, Apple, Adobe, IBM, U.S. Government
• Jason Kline – Agile Coach, Salesforce – Formerly held Engineering and Agile Leadership roles at
NAVTEQ, Nokia, and Good Technology
Ron Lichty,��� Managing Software People & Teams
SOFTWEST
* Addison Wesley published October 2012
*
Rules of Thumb / Nuggets of Wisdom*
* 300 in the book
Waterfall and Agile
Waterfall and Agile
Methodology You Use
Methodology You Associate with Increase Profits
Agile Blended (Some Waterfall and Some Agile) Lean Waterfall
Agile 73.9% 13.0% 9.8% 0.0%
Blended (Some Waterfall and Some Agile) 31.8% 46.2% 10.6% 6.1%
Lean 14.3% 0.0% 42.9% 14.3%
Waterfall 15.8% 50.0% 18.4% 13.2%
Don't Know 5.3% 42.1% 26.3% 5.3%
Waterfall and Agile • So if Waterfall is so unprofitable, …
– …if waterfall has all these wasteful practices
• Then Agile must be easy?
Agile Seems Simple • It’s just that thing developers do
Agile Seems Simple • If we just follow a few practices…
– planning, standups, demos, maybe retrospect
Agile Seems Simple • It’s all about delivering iteratively…
– we’ve been doing that for years
Agile Seems Simple • And then we wonder…
• Why aren’t we getting the results we expected?
Agile Is Hard • It’s not about the practices
• It’s about the values • It’s about the principles
Agile Is Hard
• “Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including … the need to avoid turning Scrum into a list of best practices.”��� --Mike Cohn, xxx
Managers and Agile • Supporting Agile Values
The Agile Manifesto
– We value: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
-- http://agilemanifesto.org/
Agile Is Hard
• Doing large-scale projects is no easier in agile than in anything else – SAFe is as complex as Kniberg’s model at Spotify!
Agile Is Hard
• We don’t leverage development managers to help – We include them in training, sometimes – But we don’t train them for their roles
Agile Is Hard
• We all need to change! – Scrum masters can't act like project managers – POs have to be available, have to order backlogs – developers can’t just take direction – managers/directors/VPs can't change targets mid-sprint
• Everyone needs to understand WIIFM – what do I get out of making this change?
Agile Is Hard
• We have to become learning organizations
Moving Beyond • Revisit the values and the principles
regularly – Use them to guide how we each must change – Use them to guide whether our practices are true
• Become a learning organization – Train your managers – Value learning for everyone
• Evangelize your larger organization to embrace agile
• Celebrate agile wins – if only less waste
Our Distinguished Panel • Pollyanna Pixton
– Principal, Accelinnova – Author • Stand Back & Deliver: Accelerating Business Agility
• The Agile Culture: Leading through Trust & Ownership
• Brian Drummond – Senior Agile Coach, LinkedIn – Formerly: Yahoo!, Apple, Adobe, IBM, U.S. Government
• Jason Kline – Agile Coach, Salesforce – Formerly held Engineering and Agile Leadership roles at
NAVTEQ, Nokia, and Good Technology
Ron Lichty Consulting • Mentoring, coaching, interim and acting CTO / VP Eng roles:
– http://ronlichty.com, [email protected]
• The book: ���Managing the Unmanageable: ��� Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb – http:www.informit.com/agile <-----special prices: agile titles
• The study: ���The Study of Product Team Performance – http://ronlichty.blogspot.com
• Training: The Agile Manager Managing Software People and Teams
