Getting rid of agile in a few simple steps

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Getting Rid of Agile in a Few Simple Steps Or what happens when an unstoppable force meets an immovable object Hanno Jarvet

description

How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.

Transcript of Getting rid of agile in a few simple steps

Page 1: Getting rid of agile in a few simple steps

Getting Rid of Agile in a Few Simple Steps

Or what happens when an unstoppable force meets an immovable object

Hanno Jarvet

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Know Thyself

• If you know your enemies and know yourself, you can win a hundred battles without a single loss.

• If you only know yourself, but not your opponent, you may win or may lose.

• If you know neither yourself nor your enemy, you will always endanger yourself.

Sun Tzu

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Terrain

• The natural formation of the country is the soldier's best ally;

• but a power of estimating the adversary, of controlling the forces of victory, and of shrewdly calculating difficulties, dangers and distances, constitutes the test of a great general.

Sun Tzu

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Terrain

• Status quo• Organizational culture• Organizational immune system• Law of entropy• Daily focus• Human nature

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Management Issues

• Don’t trust the team or agile. Micromanage both your team members and the process.

• If agile isn’t a silver bullet, blame agile.• Equate self-managing with self-leading and

provide no direction to the team whatsoever.

• Ignore the agile practices.• Undermine the team’s belief in agile.

Source: Mike Cohn and Clinton Keith

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Team Issues

• Continually fail to deliver what you committed to deliver during iteration planning.

• Cavalierly move work forward from one iteration to the next. – It’s good to keep the product owner guessing about what will

be delivered.

• Do not create cross-functional teams.– Put all the testers on one team, all the programmers on

another etc.

• Large projects need large teams. – Ignore studies that show productivity decreases with large

teams due to increased communication overhead. Since everyone needs to know everything, invite all fifty people to the daily standup.

Source: Mike Cohn and Clinton Keith

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Product Owner Issues

• Don’t communicate a vision for the product to the agile team or to the other stakeholders.

• Don’t pay attention to the progress of each iteration and objectively evaluate the value of that progress.

• Replace a plan document with a plan “in your head” that only you know.

• Have one person share the roles of ScrumMaster and product owner. In fact, have this person also be an individual contributor on the team.

Source: Mike Cohn and Clinton Keith

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Process Issues

• Start customizing an agile process before you’ve done it by the book.

• Drop and customize important agile practices before fully understanding them.

• Slavishly follow agile practices without understanding their underlying principles.

• Don’t continually improve.• Don’t change the technical practices.• Rather than align pay, incentives, job titles, promotions,

and recognition with agile, create incentives for individuals to undermine teamwork and shared responsibility.

• Convince yourself that you’ll be able to do all requested work, so the order of your work doesn’t matter.

Source: Mike Cohn and Clinton Keith

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Killing Lean

The Seven Principles of Lean:

1. Eliminate Waste 2. Amplify Learning 3. Decide as Late as Possible 4. Deliver as Fast as Possible 5. Empower the Team 6. Build Integrity In 7. See the Whole

Reference: http://en.wikipedia.org/wiki/Lean_manufacturing

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Killing Scrum

• Retrospectives– Blame or stay silent– Decrease or get rid of altogether– No resulting action

• Weak DOD• Long Backlog• Scrum Master is the Product Owner• Use Scrum where it adds no value

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Killing KanbanFirst follow the foundational principles

• Start with what you do

now

• Agree to pursue

incremental,

evolutionary change

• Initially, respect current

roles, responsibilities &

job titles then adopt the

core practices

Core practices

1. Visualize

2. Limit WIP

3. Manage Flow

4. Make Process Policies

Explicit

5. Improve Collaboratively

(using models/scientific

method)

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Case Studies

1. Let’s build the team!2. Swedish gaming company3. 3 x 9 months telco cycle