Getting "on board" with Agile

Someone asked this recently on LinkedIn:

What are some good ways in which to most quickly transition from a waterfall environment to an agile environment in such a way that (most) everyone gets on board with the transition?

My response went something like this.

By far the most common reason why development teams don’t get “on board” with Agile, in my experience, is that management isn’t on board either.

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How To Make The Whole Organization Agile – Forbes

Source: How To Make The Whole Organization Agile – Forbes

This thing here, from veteran management guy Steve Denning–it’s Forbes, so of course there has to be an infographic that makes less sense than just explaining things.

All mockery aside, I’m seeing an important point here. The lowest-functioning corporations depend on coercion, threats, and “fiat” to get stuff done. If you’re a little more sophisticated and higher functioning, you evolve into “management tools” that aren’t so dependent on brute force to work: measurement systems, strategic planning, that sort of thing. That’s a lot better in many ways, because people respond better and feel better when they’re not being ordered around.

If you’re in that upper realm of “leadership tools,” using persuasion and role modeling to show your people the corporate goals and how to achieve them… that’s a fantastic step forward. But it only works if you discard those lower-level techniques that rely on intimidation.

Inspire all you want! But if the person at the bottom of the stack, doing the real work on the assembly line, at the customer service desk, or in a programming cubicle, is routinely coerced or punished–you have a bigger problem than can be solved with one or two workshops or planning meetings at management level.

I like this chart and plan to use it!

Read the full article though. Denning has some great insights on why Agile software development fails in organizations that don’t adapt on a larger scale. You have to cut out hierarchy and privilege, and if you’re not emotionally ready to let go of those things you are better off not pretending your development shop is “Agile.”

The daily standup is for the team.

“Sucks” rules

Something I like to do regularly to keep my brain “agile” is to take something I like, add the word “sucks” to it, and Google the result. I found this on a search for “Agile development sucks”: Your Daily Scrum Is Killing Your Team, by J.B. Rainsberger. I didn’t know about J.B.’s work until now, but I’ll try to catch up.

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