There is nothing so useless as doing efficiently that which should not
For every complex human problem, there is a solution that is neat,
Unfortunately, with the rise of Agile, we are
Consider these questions to identify the source of your problems:
isthere wasa clear vision for the company and everyone could see why what they were doing contributed to it?
- is the work being given to the teams
formulatedin small batches of work that can be builtand value realized for or is what is givento the teams larger than necessary (epics) or inappropriate for the job (e.g., MVPs for established products)?
- is much of the work being worked on not as important as
some of thework waiting to be workedon?
- Do executives interrupt the tea ms without considering the costs of the interruptions?
- Are there mostly stable teams working together on one project at a time?
- Do you have people working on multiple projects when their skills don't truly require that?
- Are your teams working on too many items?
- Do product managers and owners talk to the teams prior to the teams starting work so that the teams understand what is needed (i.e., test-first or verification is being used)?
- Product managers and owners are readily available to the teams
- Are people rewarded on the basis of how they contributed to the whole?
- Is management is focused on improving the environments within which teams worked?
- Is there was an appreciation by management and executives of code quality and architecture?
Now, consider how much improvement would be made at the team level if you improved how you worked on these. My guess is quite a lot. Now consider how much fixing the teams without fixing these first will have on these items?
This illustrates a factor for simplicity that actions upstream in a value stream have a direct effect on whatever is further down in the value stream. But that actions downstream have only an influencing effect on actions upstream.