Post on 22-Jul-2020
Cracking Agile Big Rocks Chuck Suscheck
Quick Solutions Inc. Columbus, OH
Class Goals
Framework
Work at foundational level Define rock effect in foundation terms Define solution attributes
Use different perspectives Use critical thinking Solve rock with enough depth
Define it Solve it
What is an Agile Big Rock?
Sustainable agile cannot be achieved by techniques or practices alone, but by conscious adherence to the agile manifesto
Foundation
Value Collaboration over contract People over process Software over documentation Change over plan
Big Rocks Effect Mess
Block agile value
Less Reduce agile value
Repress Keep agile value from growing
Big Rock impacts
foundation
Individual Performance Review Agile Manifesto
Value Impact
1-‐5
Collaboration over contract
4
People over process 5
Software over documentation
0
Change over plan 0
Effect
Disrupt empowered team and place individual over team, possibly reducing collaboration and people.
Person is individually performance reviewed in such a way that the review does not emphasize team performance.
* Create your own solutions attributes * Start with: Reduces effect of rock impact on foundation either directly or by lowering impact on triangle
Your turn – 7 minutes
* Reduces effect of rock impact on foundation either directly or by lowering impact on triangle
* Demonstrable benefits * Fails fast (for adaption) adjusts fasts * Consumable up and down (simple and clear) * Sustainable solution * “Put hands on it” results * Negative effects are understood and OK * Solution affects root cause * Achievable (cost, attainable, can actually do it)
Solution Attributes
Top Agile Big Rocks As solicited from over 100 trusted professionals
Individual Performance Review Agile Manifesto
Value Impact
1-‐5
Collaboration over contract
4
People over process 5
Software over documentation
0
Change over plan 0
Effect
Disrupt empowered team and place individual over team, possibly reducing collaboration and people.
Person is individually performance reviewed in such a way that the review does not emphasize team performance.
Interacting with Waterfall Agile Manifesto Value Impact
1-‐5
Collaboration over contract
3
People over process 2
Software over documentation
4
Change over plan 5
Effect
Waterfall teams potentially make change very difficult due to requirements being solidified early. Waterfall requires heavy documentation and contracts via change control.
Agile team is a consumer of products from a team that follows a waterfall methodology.
Forecasting at Enterprise Level Agile Manifesto Value Impact
1-‐5
Collaboration over contract
3
People over process 3
Software over documentation
2
Change over plan 5
Effect
Create a false sense of certainty. Put into place a plan that may be immutable. May loose trust in the agile teams.
Forecasting with story points with or without a determined velocity.
Immutable Date Agile Manifesto Value Impact
1-‐5
Collaboration over contract
4
People over process 1
Software over documentation
0
Change over plan 4
Effect
If project risks being late, collaboration begins to die, more control via plan is put into place, process takes over.
The date cannot be changed. For example, software for tax day with the IRS, weather forecasting, simulations for
astronomical events.
Highly Regulated Environment Agile Manifesto Value Impact
1-‐5
Collaboration over contract
5
People over process 3
Software over documentation
5
Change over plan 2
Effect
Possible to have high degree of contract and paperwork in order to reduce risk supposedly mitigated by regulation.
Controls are in place from outside agencies. For example, banking (SOX),
DOD, medical field.
Resistance to Change Agile Manifesto Value Impac
t 1-‐5
Collaboration over contract
3
People over process 5
Software over documentation
0
Change over plan 0
Effect
The process is seen as being perfect. Improvements are not necessary. This may lead to disenfranchised people and a reduction in collaboration.
The people at the lower level or upper level seem unable or unwilling to change (mark assumption).
Low People-‐Skilled induviduals Agile Manifesto Value Impact
1-‐5
Collaboration over contract
0
People over process 5
Software over documentation
1
Change over plan 3
Effect
Poor people need to grow. This may lead to agile being perceived as ineffective.
The people seem to be unable to self-‐motivate. They can’t seem to form a team or the people require a lot of direction.
No Management Support Agile Manifesto Value Impact
1-‐5
Collaboration over contract
5
People over process 4
Software over documentation
2
Change over plan 3
Effect
Management tends to disrupt empowered teams. Mechanical agile takes over and the values are missed.
Management seems to not allow self-‐organization, change, and approaches interactions as a parent/child exchange.
Poor Emergent Design Agile Manifesto Value Impact
1-‐5
Collaboration over contract
1
People over process 3
Software over documentation
4
Change over plan 3
Effect
Poor design makes agile less trustworthy in the eyes of management, requiring more paperwork and process control.
Emergent design is brittle and cannot be changed or added to without a lot of problems showing up in the tests.
Reactionary Environment Agile Manifesto Value Impact
1-‐5
Collaboration over contract
4
People over process 1
Software over documentation
1
Change over plan 1
Effect
The problem is not the lack of ability to change, but the lack of controlled change. Agile can become seen as a partner in chaos.
Service desk or other environment that requires quick reaction to the issues. For example, maintenance environment or first few weeks of production with potentially buggy system.
Let’s try to solve a few
Your turn
Solution Template
Rock
Situation
Solution
Solution Template * Need perspectives (situation & group) * Need enough detail (Rafael Sabbagh) * Will do * Won’t do * Good Smell * Bad smell
Pick a Situation and Rock
Fill in sheet
Determine your
solution
Fill in Will/Won’t Good Smell/Bad
Smell
Rank your result (junk, OK, proud)
Roll the Dice
How to play the game Start
Rock
Situation
Solution
Solution Template
Play The Game
1. Individual Performance Review 2. Interacting with Waterfall 3. Forecasting at Enterprise Level 4. Immutable Date 5. Highly Regulated Environment 6. Resistance to Change 7. Low Skilled People 8. No Management Support 9. Poor Emergent Design 10. Reactionary Environment 11. Roll again 12. Roll again
1. You are a small company < 100. Your group is middle/upper managers.
2. You are embedded coach consultants -‐ engaged but not managing the projects. Your table is spread around in teams.
3. You are managers in a very large, highly structured company without independent pockets.
4. Company is medium sized and new to agile but has used waterfall for years.
5. You have just started with the company as an executive coach and need to establish your relationships.
6. This is a relatively big and nearly fully telecommuter company. Good communication (seriously).
Collaboration over contract
People over process
Software over documentation
Change over plan
Critical thinking
Your turn
* Head to head comparison * 2 teams come up and read/explain their solution (I’ll pick teams) * Class * what’s best from it * What needs expansion
Evaluate your results
Solution Solution
?
Thanks, good day csuscheck@quicksolutions.com