Agile Illusion
{Monday, February 27th, 2006}Agility is not solely found in practices. Developers may implement stories, you may practice continuous integration, pair, practice TDD, DDD, <Any>DD - just because you do doesn’t make you Agile.
Actually I’m going to go out on a limb here with this: ‘Most organizations who believe they are Agile are actually far from it.’
The big thing that’s missing: Authority. Teams are often hamstrung by politics and power struggles preventing them from autonomous control over their practices and processes.
Another thing that’s often missing: Courage. The courage to try something for an iteration and learn from it. If a suggestion has merit why fear the consequences when engrained in your pschye is rapid feedback allowing you to try and try again? With rapid feedback teams should be thinking more of opportunity than consequence.
Can your team respond to change? Can you respond to the opportunity to improve by tweaking processes and practices? You may have the intellectual capability, but do you have the authority?
Putting lipstick on a pig doesn’t make it catwalk material.
Taking the authority to tweak processes for solving a problem away from the problem solvers is an excellent technique for building resistence and disenchantment. By doing this within a short period of time an organization will have guaranteed capability to hit the drink market with a new explosive product: ‘Bottled Frustration’.
The teams methodology will start conforming to that of the dictatorship imposed on them. Sure, the team can build Firewalls and Anti-Corruption Layers but the best they’ll do is practice ‘Agile in a Bubble’ - a virtual world detached from the reality of the organization.
In these environments the big challenge is to establish Trust with those imposing resistence. Building up a record of excellent delivery is great, but that’s little comfort when you’re the team trying to build that track record.
For mind in these cases your ability to justify your teams beliefs, practices and processes is invaluable. I’m surprised how few people appreciate the fundamentals of what they do and why they do it - if you lack the ability to defend what it is you do you are nothing short of a pawn in game played by others. So, knowledge and logic is one part of the justification effort - that’s your core arsenal. But how you deliver that is equally important - leadership and charisma play a massive part.
Knowledge can be learned. It would be nice if that were true of leadership and charisma.
For those lacking these traits, ‘Bottled Frustration’ and idealism can come to fore radiating fanaticism. At best in these cases the team will appear to be moving forward, but in reality the escalator that is the organization slowly moves them backwards.
