What agility has to do with (much) efficiency and (often not so much) customer value, and why cookies are not always the right choice.
“Come to the dark side. We have cookies.”
First things first: I am seeing today's topic through the eyes of project management. And through that lens agility is a great idea. But what exactly is the great thing about it? Why do many people and organizations embrace "agility"? Because it is different. Another approach to getting things done. A different approach than the way many organizations are using. Because let us be honest. Even today, there is still an incredible number of companies whose leadership firmly believes that C2 - Command, and Control - is the best way to have a productive and thriving business. And if you are part of such an encrusted, sedated structure, an agile approach sounds great. Of course, it does. Daring though, but very tempting. Faster decisions, faster work-done, less time-to-market. Different.
I hate to be the naysayer again. But what is the dark side of an agile approach? And let us just ignore the arguments that I am hearing from a certain type of software developer over and over again ("Agility is bad because I've done well without agility for 20 years. That was a great time! We didn't bother about those customers and we spent every night fixing bugs.") - so, quotes, arguments, quotes. But I am sure you all have heard this a couple of times.
Not every company is manufacturing software
Agile methods have an insanely strong focus on software development. Yes, it is getting better. But whether if it is ASD, Scrum, DSDM, or - God forbid! - SAFe. In their origins, some of these methods were developed by programmers and most definitely had programmers in mind. And even the agile manifesto is still officially called Manifesto for Agile Software Development. And where do we see agile methods introduced in companies? In my observation, in the overwhelming majority of cases, it is the IT department or more specifically software development.
But what happens, when the IT is working and thinking agile, but the remaining 95% of my value chain is not? Chaos at the interfaces. And yes, Kanban can help a lot. But - and now I have to be careful - in my eyes (and the eyes of many others), Kanban is not part of the agile world. It is more Lean Management. Similar matter altogether, but another. Matter altogether. And yes, your magic-agility-coach told you otherwise, I know.
Kaizen and a steady improvement in small steps are fine and dandy. But every now and then it just takes a bit of Kaikaku. The big time. And I won't be able to achieve that if I am spending my time thinking in User Stories. Because that is contagious. And even if the strategy on the top level is good - the best strategy won't help me if the visions get shredded beyond recognition on their way to the implementation level. But that is what I am observing in many organizations that switch to agility: a rigid set of rules is replaced by another rigid set of rules. And then all are writing small User Stories and eventually everyone is thinking small. Good as gold. However, I will not experience any movement.
Standstill through prioritization
Agile methods live from constant prioritization. But, if only the currently most important things are implemented - who will take care of the right things? Those who may not be the most important at the current situation and time (and in my little world), but on a larger, more global scale. They fall by the wayside. And that is how I slow down my organization enormously in the long term. And at some point, I arrive back from where I started: Standstill. Standstill through prioritization.
Efficiency is not always the same as customer value
Agility creates teams that are maximally efficient. This pleases management and controlling. Agility thus also creates teams that have completely lost sight of the customer value. And that is also my main criticism of the way agile methods are often interpreted and lived.
But why is the customer value neglected? One word: velocity. At some point, teams only have this number in their heads. The average Story Points done per Sprint. The team's pace. And everything is subordinated to this team's pace. People will not rely on their own gut feeling. How much work I can accomplish as a team in the next few weeks. No, people are calculating. Because the Scrum Guide says so. (And here we are again with rigid systems.) So everyone is drawing down the line on their burn-down chart. How many Story Points have they done today? Rather than talking about what value has been generated for the customer. Instead of talking about how they have supported and advanced their own organization today. And many Scrum Masters participate in this madness, without even questioning it once. Because the Scrum Guide says so. (And yes, I'm just cynical and unfair now, I'm sorry!)
So what does that all mean?
What can I do better when talking about the above points? How can I avoid the negative and reinforce the positive?
The most important thing first. If I want to change my organization, I should consider whether agile project management methods are generally the right ones for the change part (ie the projects). If I am not better off looking from project to project - where am I on the complexity matrix? - and then deciding which approach to choose. Predictive, incremental, iterative, whatever.
All in all, agility is certainly a good thing - as long as I am using it for the right problems. And it's not outdated (even if agile project management methods are much older than the trend would have us believe). But maybe there is no one-size-fits-all when it comes to project management. And so maybe it is time for something new again. This time, not something different, but something better.
Agility and why some organizations fail. A train of thought.