To the people
In the new world
Haven’t you heard
Everybody’s got a great life
We’re living in the blur
After almost a year of being lost in an parallel space and time continuum of an Agile Transformation – I’ve learnt many things, Of most importance to me?
That Agile means different things to different people.
For some, agile means adopting ‘proper’ Scrum, working in iterations, daily inspection, adaption and transparency, collaboration and team work. For others, it can mean the waterfall-style development,with some aspects of the ceremonies and practices such as daily stand-up meetings.
I have definitely become less of a ‘purist’ when considering adopting agile outside of software development than working with development or project teams. I sense its somewhere between Shu and Ha in this operational context of agile transformation. Subsequently I’ve become obsessed with spotting Agile anti-patterns.
I’ve made many mistakes – the consolation is that this is supposed to be normal.
I hope you can learn from mine.
In your agile adoption or transformation journey, when this becomes unbalanced, you will experience and see some obvious symptoms.
If your approach is very process orientated with strict adherence to the Scrum processes with less emphasis on say transparency, team work and collaboration you probably won’t have a happy or high performing team but you’ll get some stuff done.
Inversely if you choose to adopt only some of the practices and ceremonies and focus on collaboration for example but aren’t inspecting and adapting with transparency then I think you could end up with a variation of agile which isn’t ‘pure’ Agile.
And does that really matter in the end?
Regardless of where you stand in this continuum, to be an Agile organisation or business unit I’ve formed the view that you need to have the right balance of Agile strategy, mind-set – people, interactions, behaviors, culture and processes, practices and tools for you.
Different strokes suit different folks.
I think this is particularly relevant to Agile in an operational context.
After all, as long as you have some sort of agility it makes sense, doesn’t it? Who wouldn’t want their organisation or their change initiative to be more agile?
Scrum & Agile
Let’s revisit what Scrum is and its importance to Agile.
Ken Schwaber and Jeff Sutherland developed Scrum. The Scrum Guide describes Scrum as a framework where teams can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Scrum as a framework is lightweight, simple to understand but difficult to master. Edwin Dando has talked about this with me many times – I now well understand what he means.
“The Scrum framework consists of Scrum Teams and their associated roles, events, artefacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage. The rules of Scrum bind together the events, roles, and artefacts, governing the relationships and interaction between them”.
Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage
And so common is it for Agile teams to find themselves skipping over the key components that it’s got its own term and Wikipedia definition – Wagile. Agile + Waterfall = Wagile.
“….that result from slipping from agile back into waterfall, doing a lot of short waterfalls and thinking it is agile”
I think Scrum is an important framework and I’ve seen broad adherence as well as a more looser interpretation. The loose interpretations I used to freak out about. I’ve become more comfortable with the looser approach to method because I’ve also seen that the agile mindset and ways of working – do work!
And what can you do in the future to ensure you stay on track with your Agile Transformation journey with an approach that works for you? What’s important to consider?
Recruit for Agile Mindset/Experience
You can recruit for this and it’s critical that you do. You might get push back that it doesn’t really matter. You can teach any framework but it’s much harder and takes a long time to teach Agile mindset. Perhaps you’ve inherited the team or new people have joined. Induction and expectation setting then takes on real importance
Agile Working – What’s Importance to Us?
Being really clear about Agile – what it is, what it means, how you experience it and see it. Taking the time to explain that the principles behind say your stand ups or your planning process. What does “Team” mean and what it feels like when everyone is collaborating? How is the way we work different for an individual not familiar with Agile concepts? How does this play out day to day?
Be Really Clear on Delegation
Delegation can work differently in Agile environments. For new managers joining an Agile environment this can be confusing. Scrum is clear about the relative roles and responsibility of the PO, SM and Team. Jurgen Appelos “Delegation Poker” is good for any new manager, functional lead or team member joining an Agile environment.
What is the Role Of The Manager in Agile?
As with delegation, being clear and discussing what the role is and what it is not in Agile is super important. Does it mean consulting the team but making the final decisions? Or is it about facilitating a high performing team and what does that look like? While a manager isn’t in the Scrum team in that role, sometimes in operations a manager may also do work in the team but take that hat off.
Be Sure to Explain Where You Are & How You Got Here
Agile is a journey and if you are moving from a traditional to Agile environment where individuals are typically signed off on their work, to a more collaborative, team oriented process, it’s vital to factor this into your Agile transition plan.
It takes time and coaching and effort. And be aware that it’s going to take more than just or two sprints for your team(s) to find their groove. Because, in the end, Agile is far more than a process change – it’s a game-changer for the entire business.
Over a 6 – 12 month period I would view as the foundation layer, learning and making mistakes, things won’t be perfect – and it is really important to be able to tell the story of that journey and the changes that have happened.
Because without this any one new cannot appreciate or understand what has gone before, what you have learned and how you got to today. Your unpicking at scale a hundred years of management practices and notions of how work can be done.
Self-Managing Teams Don’t Just Happen
I used to believe that teams would just self-manage to the level to what I expected them to. This was naive. A team can be engaged but may not able to self manage say to the level of dev team because of relevant levels of expertise. Outside of software development you get into to notions of relevancy. So being able to self manage to the level of capability of that team and be realistic about the level of coaching support and guidelines needed.
David Marquet showed us In “Turn the Ship Around” to give the team the keys to ship without a gradual release of delegation aligned to competency will result in confusion and failure.
Agile Is Not For Everyone
Some peoples brains are not wired that way and despite your best efforts won’t change. Help them find something fulfilling satisfactory elsewhere.
Transition Will Cause Resistance
I believe you cannot manage change, you can only help navigate it. There are too many variables. Naturally is it not going to be all smooth sailing, your changing their world and long held belief systems. Some people will just plain not like it,
Agile Isn’t A Silver Bullet
Agile is not magic. We can’t produce something from nothing or make other trade-offs go away. You can’t expect to maintain the status quo AND improve. It’s simply not the “real world.” You cannot a team to become self-managing overnight. You might not see any improvement to performance quickly because your Agile programme aligns at a point of time to balance the longer term with the now. And then you’ll see results. The trick is knowing what point that is and ensuring alignment to that point,
To me Agile is all about embracing the uncertainty of change and learning how to use it to your advantage.
And becoming Agile means being open to possibilities and options.
Being Agile is understanding what innovation truly means in the same sense that an artist understands what “creativity” means.
I can explain the values, principles, practices, and dynamics of agile culture to someone, but I can’t tell them how to be innovative.
That’s something that has to come from within – the want to be truly great, to be better than you ever thought possible.
It’s uncomfortable, change.
And, through discomfort, we learn and grow.