Last Friday, I was attending my super-amazing company’s annual internal conference and was fortunate enough to be in attendance at a talk (thanks Mitch Harris) on our corporate culture, rapid growth, and changes – from a developer’s perspective. My takeaway, and the reason why I’m finally coming out of homeostasis to write about it, is pretty simple: I have been taking agile for granted.
I remember when I was so excited about agile that I couldn’t wait to try these principles on EVERYTHING. Grocery shopping? Check. Music compositions? Check. Parenting? Check. My entire life changed because of what I discovered in those four values and twelve little principles. I was, and probably still am, a bit of a zealot.
My zeal, along with a hearty and lengthy career in tech, eventually brought me to my current role: I’m the director of agile coaching at Asynchrony Labs, World Wide Technology’s software development arm of about 500 people. And it is without a doubt the best role I have ever had. I teach, train, speak, coach and mentor agile just about every day of my life (it’s also the reason I haven’t blogged in a year!). Recently I was even put on the management team, which means that I have the responsibility of representing agile principles and mindset in everything that team takes on. That influence, and the number of people’s lives impacted, is profound. I feel immense gratitude for my leadership in making the decision to prioritize our agile values in this way.
So why do I of all people think I’ve taken agile for granted?
Simply put, it’s because I am surrounded by awesome agile people. I assume that because our company has been so centered in agile values and principles for so many years, and because we have so many respected and effective agile people working here, that we will continue to grow and change in a manner that coincides with those values.
The problem with this assumption is that growth and change causes people to feel doubt and fear, which can lead to feeling a loss of mastery and autonomy, and they may start to behave differently (even if they still love agile). People start questioning, am I doing this thing “right” anymore? Is this still the way the company wants me to be? Do we still value the same things as we once did?
Change is constant, and change management theory teaches us that leaders can never really over-communicate when navigating an organization through changes. Even when that organization is an agile one that embraces change, the people within the company still need to be reassured, validated, and encouraged to own and live out their agile values. The talk I attended had some great suggestions (like listening to your agile coaches, doing lunch and learns, structuring and sharing team experiments with the rest of the organization, and starting an agile guild, among other things). I love these ideas, and thought of a few more that I intend to experiment with soon. In short, I am committed to not taking agile for granted, even when I work in the most agile organization I’ve ever seen, because agile is still just as exciting as the first time we tried it, and still just as effective – and the people I serve deserve nothing less than an agile zealot.
My micro-blogging has gone from being in the back seat of priorities to being out past the trailer, riding on a skateboard hanging on to a rope tied to the axle. That being said, the topic of self-organization keeps launching itself onto my windshield like a southern cicada in August, so it’s time to take to ye old keyboard.
Let’s clear some of the proverbial air around self-organization by understanding the origin of the concept. It did not suddenly find itself inside of agile principle #11 one morning after a bender.
Improving Accountability and Predictability of Delivery in Agile Teams
In Henrik Kniberg’s Agile Product Owner in a Nutshell video, he draws the Venn diagram that illustrates what agile teams are challenged with every day: Building the right thing, building the thing right, and building it fast. Ideally we want to stay in the zen-like balance of having all three in equal parts. The trouble is, building software is a team sport and teams are made up of humans, not robots (no offense to robots). We have to focus on the people to understand the team and its performance if we want to stay within the nucleus of the agile Venn.
With that as our goal, let’s take our concept of building “the thing” and replaced it with “the team.” Read More »
Something about the new year always makes me think of retrospectives. After all, what better time to have a personal retrospective than when everyone is thinking about a resolution – aka an improvement – for the new year? Yeah, okay, so most of the time I was sitting on my couch watching old IT Crowd episodes and eating cheese, but this holiday season I was also thinking about deeply profound things like “how do I know that I helped people this year?” and coming up with things that I wanted to try out in the year ahead.
It occurred to me that my biggest challenges and biggest accomplishments for the year were rooted in emotional intelligence. And that made me remember one of my favorite days from 2015: A retrospective I created and dubbed the EI retro. My fellow agile coaches were kind enough to let me try it out on them, and it went a little something like this:Read More »
Recently I was going through old emails to review some key events that occurred on one of my projects from a few years ago (if you’ve never done this, try it – it was like finding a treasure chest of real-life lessons that were amazing to recall!). I came across a special retrospective exercise that I had designed just for my team at the time, which I dubbed the Accomplishment Partnership Retro. It’s great to have a team that trusts you enough to help them through this, because the exercise can be challenging for teams who are uncomfortable with being vulnerable with each other – but the gains are tremendous. Here’s the gist:
When I recently posted a tweet that said I’ve become a believer in #noestimates, I received more than a few confused and surprised responses privately from friends and colleagues. Rest assured, my fellow PMPs, that I have not recently suffered from a project management lobotomy. I was not abducted by agile aliens (though not gonna lie, I wouldn’t mind if David Duchovny showed up at my door). I do still understand that this is business and we cannot just build in a vacuum. People with the money need answers to their questions. Read More »
The product backlog – or the wretched hive of scum and villainy, as one of my old teams had officially named it – often gets a bad rap. It can be a dumping ground of random stakeholder wants (like that guy with tassels on his shoes who thought a “Print Now” button was an awesome idea) and it can become a discouraging list of overwhelming proportions that a team totally avoids. It is where both good and not-so-good feature requests often languish in a limbo of “not-now” versus those lucky features that get moved into the “now” – the few, the proud, the top prioritized – and it is the vile Rancor that the team also gleefully acknowledges is not theirs to domesticate.Read More »
When my organization decided to do away with titles and hierarchy, and organize our teams around passions and products – a holacratic approach – the reactions were mixed. Most of the Project Managers outspokenly predicted imminent demise (one even wept openly), Dev Leads were quietly skeptical (as long as our kegs were still there, they really didn’t care), and just about everyone else took a let’s-try-and-see approach. We were already implementing an agile approach to our projects, so implementing an agile approach to our organizational structure was not totally freakish.Read More »
My 12 year old son was helping me with dinner. I laid out the cutting board and two zucchini, and asked him to slice them up – something he had never been asked to do himself.
He started with the washing. Was there something to wash them with? No, I said, just wash them with water this time because we’re all out of veggie wash. He did.
Next was the knife selection. Was there a certain knife he should use? I replied simply that he should choose one of his own liking, any out of the knife block. After examining a few, he opted for a rather thin carving knife.Read More »