The document discusses various challenges that organizations, management, teams, and individuals face when adopting agile practices. It identifies strengths that sometimes become weaknesses for organizations. For management, it calls out a lack of courage and misguided command and control approaches. Teams struggle with issues that repeat in retrospectives and extending iterations. Individuals may be uninterested in understanding why agile is used or have behaviors that block acceptance. The document provides analysis of these challenges across multiple levels and suggests focusing on developing people.
5. ORGANIZATION
Strengths that sometimes become their weaknesses
MANAGEMENT
Lack of courage it often demonstrates
TEAM
Struggles they constantly have but do very little about
INDIVIDUAL
Problems people often don’t know of and ignore
6. ORGANIZATION
• Instant Agile • Corporate Policies and Structures
• Strong Identity
MANAGEMENT
• Squirrel Agile • Misguided Command and Control
• Lack of Team Design • Struggle with New Metrics
• Cherry-Pick Agile • Agile without Agility
TEAM
• Issues repeat in Retrospectives • Regular Hangovers
• Increase Iteration Length • Extending Iterations
• Homework in Iteration Planning • Incorrect Accounting of Velocity
INDIVIDUALS
• Uninterested in ‘Why’ of Agile • Behaviors that Block Acceptance
• Estimation Scales • Lone Wolf Syndrome
• Neuro-linguistic Tendencies • Broken Window Syndrome
8. Certificate of Achievement
This is to certify that
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Has achieved an award in
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Signed: xx/xx/xxxx
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10. THE UGL MIRROR
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Agile World Exclusive COMPETENCE NEWS AND GOSSIP March 10, 2012
YOUR HEROES ARE NOVICES
P P
R R
SOLUTION
O
B
O Dunning
B
L
E
NOVICE EXPERT L Kruger
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M M
11. We have daily Our standups
standups are long
Yes, PO can Do we need a
participate daily standup?
Best Practices
Memorize Understand Reflect Question
Chasm of Curiosity
Stroll Transformation
27. On the Surface
Minimal Frequent and
Planning Game Daily Standup
Documentation Small Releases
In the Middle
Collective Coding Continuous Sustainable Adaptive
Ownership Standards Integration Pace Planning
Deep Down
Pair
TDD Refactoring Simple Design
Programming
Reusable StrategyNear identical implementationsSimple to understandWell socializedTalked about a lotEasy to replicate
Sometime elusiveAdoption Rate Vs. Success Rate: 75% of Scrum adoptions have failed.
PhilosophyCommunication“Agile teams cannot exist with occasional communication.”Knowledge ManagementWikis and meetings are job aides; no more, no lessProcessCollocatedDisciplinary self-sustainedStory WritingContinuous IntegrationTest Driven DevelopmentBest PracticesCommunities of Practices (COP)
Corporate policies, e.g. multiple projects or rotation programs Strong identity, e.g. we are a metrics company Command andControl (In nobody we trust) Homework in Iteration Planning – Iteration planning is an activity and not an event Behaviors that block acceptance (e.g. perfectionist)Neuro-linguistic tendencies (e.g. generalizations, etc.)
It all revolves around ‘Communication’ in Agile teams; “Agile teams cannot exist with occasional communication”. This communication is not just human to human but machine to human as well. That’s the motivation behind CI, TDD, and Story Writing.
