Eastern Melbourne Agile Meetup - Challenge Constraints
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The document narrates the challenges faced by Brad, an agile coach, as he attempts to implement agile practices in a software development company, Ponderous, that is constrained by numerous operational, procedural, and budgetary limitations. Despite the company's interest in agility, they maintain strict requirements that hinder any meaningful transformation, leading to discussions on the importance of change readiness, addressing constraints, and effective governance. The text also offers tips for fostering a successful agile culture, including engaging offshore teams and managing expectations.
Eastern Melbourne Agile Meetup - Challenge Constraints
- 1. A parable This is Brad Stolen Reused with permission from Steve Hayes www.CogentConsulting.com.au http://www.flickr.com/photos/oter/3316795815/
- 2. Brad is an Agile coach and consultant
- 3. Brad is offered a gig at Ponderous Software Development
- 4. Ponderous want to become agile
- 5. Brad gives Ponderous his “Agile 101” presentation, and they love it
- 6. They ask Brad to coach their adoption
- 7. However, Ponderous can see that agile as Brad described it, clearly won’t work for them…
- 8. Because they are different!
- 9. Brad can do whatever he wants, except…
- 10. He can’t change anything about operations or the production environment (different department)
- 11. He can’t have access to the business people (they’re too busy)
- 12. Every project needs a business case accurate to +/- 10% before Execution (CFO requirement)
- 13. Projects must have fixed costs, fixed scope, and fixed delivery date before development starts (business requirement)
- 14. All the requirements need to be documented to ISO-666 before development starts (audit requirement)
- 15. The process needs to be identical across all teams (QA requirement)
- 16. The tools needs to be identical across all teams (We got a great deal on licensing)
- 17. Developers can’t access (or download from) the internet (security requirement)
- 18. He can’t post information on the walls (facilities requirement)
- 19. He can’t spend any money on hardware or software (budget constraint)
- 20. Development must be in a new language, with no developers experienced in that language, and no training budget (architectural requirement)
- 21. 70% of the workforce must be contractors/ delivery partners (onshore and offshore) (Division requirement)
- 22. You must use all of the PMO Project Lifecycle templates (PMO Requirement)
- 23. You actually need to be willing to change!
- 24. I’ve been there… Be careful that you don’t give on too many of the constraints This is insidious, because the constraints may sound reasonable to their owners Focus on addressing the intent of the constraint
- 25. Change the mindset Value Chain not Siloed Services
- 26. Use your Consultants Good Cop – Bad Cop
- 27. What about my Governance? Governance is hard! But it is critical that you get it right.
- 28. In Summary Understand your readiness to change Agree on the problem Adopt the necessary techniques Challenge the constraints
- 29. Tips
- 30. At some point you will have a conversation “Are we really up for this?” • Be prepared
- 31. You will get staff turnover • Be prepared
- 32. What about Scrum? • Scrum for common naming • XP for technical techniques • Lean for reducing waste
- 33. Align KRAs to match the goals • Reduce Sev 1s in production • Improve Customer satisfaction score
- 34. What about Offshore Agile • Increase comms (video etc) • Visit often – put a face to the voice • Rotate people onshore-offshore • Shared information radiators (Mingle) • Adjust your expectations
- 35. Focus your efforts on converting the 80% “undecided” into “on-board”
- 36. Sabotage Workshop • How would I make this fail?
- 37. Insist on Heavy Documentation Don’t Empower the teams Demand tight predictability Don’t make your resources available Lip service, but no real support Promote the blame culture Punish Failure
- 38. ? @nishmahanty
Editor's Notes
- #26: TW get a tagged with the “Zealot” tag because the are willing to challenge the existing constraints.
- #27: TW get a tagged with the “Zealot” tag because the are willing to challenge the existing constraints.
- #28: Use the forums, but focus on intent and work on reducing delays.
- #29: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #30: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #31: Don’t be afraid of the answer.
- #33: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #34: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #35: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #36: A lot of change starts “Bottom up” as skunk works. For it to survive and grow past a certain size you MUST have a strong sponsor. You are talking about Organisational change. Beware the “hygiene” argument
- #37: Architecture, IT Ops, PMO, CPO etcIT Ops – Process and Documentation driven. How does ITIL fit with Agile,. I manage my SLAs by restricting changes to productionArchitecture- BUFD vs Emergent Design, Fear of loss of control, loss of value,