by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
This is the final article in a three-part series on the factors to consider when determining whether an organization, team or project is “ready” for agile. This third installment continues the discussion by examining factors that are specific to the project itself and whether it is really suited to an agile approach.
Can agile teams--even high-performing ones--burn out? Of course. Far too many teams seem to schedule their sprints sequentially or back to back, without a pause or break. So if you are suffering from burnout, what are some helpful techniques to refresh and recharge your teams?
In this unrehearsed call, Joseph Flahiff will coach Liza Wood through the issue she decides to bring. Joseph has done no preparation, and does not know the problem that Liza is going to bring. This is just what it is like when team member comes to a coach for a 1:1 session.
Most of us work on projects where we know the end date or the budget--or both. But there is a category of projects where we might not know either: emergent projects. Emergent projects are change projects such as your agile transition or any other project that you have no control over. Can you apply agile to those projects? Yes. Carefully.
Project teams quite often assume that the product manager is a true partner--and when a project is under scrutiny or stress, the product manager can transform into a very tough adversary and oftentimes a combative stakeholder. Put yourself in a product manager’s shoes for a change! Let’s explore a couple of myths about product managers that should hopefully spark a new level of collaboration and success…
Every aspect of product development can be done better or worse. That includes being a team player, writing code, communicating requirements, testing functionality...you name it. But how do you ensure that people do the best thing? And, can you even do that? That is, can you somehow force good practice? And what can you expect to happen by doing so?
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
Should an agile team begin with requirements documented as use cases or user stories? Proponents from both sides of the debate make good arguments, leading to confusion for many who are just getting started with agile practices.
With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges in enterprise agile development--and some tips for how smart companies are navigating the new landscape.
Why is team ownership important? It is essential to agile team success because individuals thrive on ownership. With ownership, you have a stake in the game and push to find the best solution. The difficulty is that most corporate cultures have command-and-control leaders. Here is some help...
Agile project management, and particularly Scrum, can become overwhelmingly consumed by methodology, jargon and rules. This is just the opposite of what was originally intended for agile-lead projects, and it is the communications part of our role that is so important.
We all need some help sometimes when introducing agile methods into a traditional organization. Fortunately, a new guide to ease the transition is available. The recently published Software Extension to the PMBOK Guide Fifth Edition acts as a Rosetta Stone for mapping and replacing traditional approaches with their agile alternatives.
Are you wondering what it would take to transition your organization to agile, for real? Maybe your organization has made a half-hearted attempt to transition to agile for some projects. Maybe you are the champion, but agile hasn’t gained the traction you expected by now. Consider these five tips to retrench and improve your organization’s transition.
Is your organization embracing agile, or rejecting traditional approaches? People look to agile to be more effective than a waterfall-based approach, but to move to agile only because the current approach is failing is shortsighted. In this article, we try to identify a few things to help ensure that agile is a success.
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
As the use of agile methods spreads into larger organizations, senior managers struggle to decide their agile adoption strategy. Here are three stories from three large Canadian banks who each took a different adoption approach.
Many hiring managers have practice in assessing broad technical skills. But strong, creative and capable teams result only when those T-shaped people can work interdependently, self-manage, solve group problems and learn together. That implies another set of skills to look for when hiring for a cross-functional team--interpersonal and collaboration skills.
Organizations that over-emphasize expediency can set themselves up for long-term losses. This article addresses strategies for taking a balanced approach--specifically, maintaining development capacity, maintaining code asset value and flexible tool selection.
Question: We are running our agile projects well and have a good idea of our team velocity. However, we have some issues from management, who thinks that a velocity number is a way to taunt other teams to higher performance. How can we convince them that this is a number unique to each team and to each project?
Management usually has a different set of driving motivators, and therefore unless you educate them they will not understand that measuring by velocity already allows teams to speed up and produce better quality to its maximum ability.
Velocity is figured per person, as some individuals are better educated and more talented than others. Management should understand that a team without your team’s stars can’t work as fast.
When teams figure velocity, they are just guessing. Pressure to meet the standards set by other teams will increase productivity and give the organization more value for their money.
Ignore management and other customer leaders who want to know details about your progress. Tell them a finish date and make sure you deliver everything as planned.
Question: I work in the construction industry and am under some pressure from management to make my projects “more agile”. It makes no sense to me that IT processes would be of any use when building actual residences, industrial sites and office buildings. What am I missing?
You are correct is thinking that building a tangible construction is very different than creating a software application that is only electronic bits. The methodologies for each are at odds with each other.
If you change the wording, such as “customer demos” to “site inspections” and “constant quality testing” to “meeting technical requirements”, you will find that SCRUM, TDD and other IT methodologies can be used in construction and have extensive training available to you.
It is a mistake to believe that agile IT practices are the entirety of what the methodology has to offer. If you investigate the true methodology, you will find there is much to blend with your current processes to add to construction project success.
You can use part of the agile philosophy in your construction projects, but plan for extra time and cost to accommodate the changes the customer is now entitled to add as you go.
With the shift to a more agile, team-centric organizational structure, singling out individuals can become a cumbersome and stressful task for even the best and most experienced managers. In this article, we cover how rewards can actually backfire--and give you three rules of thumb for rewarding your best performers.
Question: Is there a way to improve velocity of an agile team? There seems to be a lot of advice not to change estimates, overpromise and not to overwork team members. But sometimes there just needs to be a way to jump start productivity.
There is no sense in “falsifying” estimates to give the appearance that you will increase team velocity. It just moves you back to more traditional practices where you don’t meet the project timeline goals. Velocity cannot be improved.
Even though you don’t want to change estimates arrived at honestly, there are some team tune-ups that have a good chance to increase agile team velocity.
Since velocity is based on the performance of team members, if you reduce each person’s estimates by the square root of the velocity of the last iteration you will eliminate slack and increase motivation, resulting in increased velocity.
Add 15% to the velocity each sprint or iteration. That way the team slowly learns to work faster and the speed with which projects are completed will be affected positively.
Is your agile team’s velocity constant from sprint to sprint? No? That’s not a surprise. Many teams assume that their velocity will be constant. In this article, we’ll see why that’s not the right expectation--and how that affects how you use this metric.
It's hard to know if we're producing systems as fast as we could produce them. We can, after the fact, always identify ways in which we "wasted" time without contributing to our desired outcomes. But why can't we identify which will be waste before the fact? Because we want to go as fast as possible!
Question: Since our agile team is self-managed, we have recently received notice that we can also oversee procurement on items that would not be commonly used by the rest of the organization. None of us has a background in this area. How do we make good buying decisions?
People who are agile should not be buying things. That slows down software development. Tell management you will need a Procurement Department to make purchases so you are not involved in this low-level process in any way.
Agile projects do not need anything except enthusiastic and inventive people to create success. Leave any procurement issues to those who follow traditional project management processes.
If your team is often short of money to add all the extra bells and whistles to the project, being in charge of procurement gives you the opportunity to ask prospective vendors for free merchandise to use for the project or for team incentives.
There are some common questions you can ask to help the team make better procurement decisions. It is a positive move to gain procurement responsibility since you are in the best position to evaluate buying options and get the features you really need to optimize your project success.
Bad managers lead to poor employee engagement, and that costs companies money. Are you one of them? In this article, we'll cover the tell-tale signs of a poor manager--and what you can do if you find out that’s you.
When you’re a project manager for a traditional project, it’s easy to write a project charter. On an agile project, is that the right thing to do? Should you even use the same template? Here are some fundamental steps to get your project or iteration started on the road to success.
Question: I’m so confused. I was a Quality Tester at my last job, but here the employees seem to use the titles Quality Assurance, Quality Control and Testing interchangeably. I started out in a more traditional organization, but now I’m a tried and true agile believer. Since I have no job description, what are my responsibilities?
The three concepts are often used interchangeably. Ask what it means in your new organization and accept that as your role in your workplace reality despite the real definition.
Find the specific meanings for each term from a university professor in the town where you work. Use that information to correct the organization so that they use proper terminology.
Once you learn your job description from Human Resources, create a new title for yourself so that others can understand what you do. Perhaps Defect Engineer would be apt.
Since agile teams work without formal processes or documentation, there is no need to answer to a particular title. Everyone on the team is merely a team member.
As the agile transformation extends its reach, project management offices (PMOs) face new challenges in delivering value to organizations. By adopting an adaptive leadership philosophy, the PMO can provide expertise for an organization as it transitions from traditional to agile processes. The author suggests ways PMO leaders can align their own organizations ahead of the agile transformation to stay relevant.
Many software development teams want or need to transition to agile but are not sure how to get started. The purpose of this paper is to simplify the roles, responsibilities, meetings, and iteration cycles so that an agile team can easily begin to implement their own agile process that works for their team, clients, customers, and users.