When Agile goes bad. How to stay calm and move forward. Sebastien Lambla. Founder of . Helping people achieve greatness. email@example.com - @ serialseb – http://serialseb.blogspot.com. A company becomes agile as a whole. The organization. Watch out for. High turnover
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When Agile goes bad...
How to stay calm and move forward
Helping people achieve greatness
firstname.lastname@example.org - @serialseb – http://serialseb.blogspot.com
A company becomes agile as a whole
Dealing with the sceptics
“Engineers are not agile! And they build planes! And they fly!”
Boeing and Airbus are Lean companies.
“We have a culture of working hard”
Measure and show what happens with long hours
“Agile proponents are socialists. We want superstars!”
Heroes != Talent
“In waterfall, I have a full one-year ahead plan. I need that for my budget”
The budgets have always been estimates. That’s not changing...
“Agile is just an excuse for cowboys development”
Business-focus and releases, and a structured approach to development
“You can’t do agile for fixed price projects”
Usually followed by...
“Scope, resources and release dates are fixed!”
Don’t impose a methodology. Build a trust relationship.
Detect and address early
The business, the stakeholders, the sponsors, their proxies, etc.
The proxy: “I can’t make that call, need to discuss it”
Proxy without authority is an impediment
Manager managing something
“I’m your boss”
Don’t manage people, manage issues. Leadership over control.
“We need to take what will work for our organization and blend it with its current practices”
You should, but you can’t. Not at the beginning anyway.
Time, estimates, cards, points, poker game etc.
The Scrum Master writes and distribute tasks
Iterative waterfall != agile
“We’re stopping the SCRUM temporarily because we know exactly what needs to be done”
Except when you don’t.
“We can’t do CI, it doesn’t work with our source-control repository”
Change the tools, not the practices
“It’s done, except for a bit of data integration”
Done != Done Done
People sit down
People have conversations
“Can I talk now?”
Building from experience
“It’s John’s fault.”
The team succeeds or fails as a unit.
“What do you mean we write less than perfect code?”
Charge interest to your technical debt!
“The stakeholders are not coming...”
Ask the hard questions