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10. Go with the buzz!

It's a silver bullet, really!

"Before Agile we didn't have

those problems."

Symptoms

Reluctance to make problems visible

Ineffective, superficial

retrospectives

1. Avoid making mistakes

Encourage a culture of learning

Cult of perfection

Push limits, take chances, make mistakes and learn

Root causes

Boil the ocean, conquer the moon

How to avoid?

Talk about mistakes so other people can learn too

People punished

for making mistakes

1. Avoid making mistakes

Reward making mistakes

and learning from them

1. Avoid making mistakes

"We tried baseball and it didn't work."

It will solve all your problems!

It's magic!

It will make you more attractive!

It will make you skinnier!

Some Agile teams "under the radar"

Wasteful activities through

following obsolete processes

Wasteful activities

though "hiding" Agile

Lots of organisational impediments

Consequences

Change/drop fundamental practices

Symptoms

"What the hell ..."

Often hard to get a

Product Owner

Symptoms

9. Who needs CEO buy-in?

Lots of following

processes for process sake

9. Who needs CEO buy-in?

E.g. code in one sprint,

test in the next

2. Your know best. Ignore advice!

Educate, educate, educate!

Have management visit other companies

who're running Agile

Acknlowledge that this a big change

"Agile is simple but not easy."

How to avoid?

Train and coach people

Arrogance & naivite

Let the C-level guys know what they can do to help

Root causes

How to avoid?

Don't change the rules before you know

the consequences

Unwillingness to really change

9. Who needs CEO buy-in?

2. Your know best. Ignore advice!

Focus on behavioural change

2. Your know best. Ignore advice!

1. Don't learn from your mistakes

9. Believe you don't need CEO buy-in

2. You know best. Ignore the rules.

People are dogmatic and

follow procedures to the letter

People do Agile by the numbers

Symptoms

Feels like going

through the motions

3. Blindly follow the rules

Team building the wrong stuff

Unclear who the product owner is

3. Blindly follow the rules

Unavailable product owner

Consequences

Team doing less than they could

Symptoms

8. Think business involvement is overrated!

Committee of product owners

Unnecessary re-work

Team unsure who to ask

8. Think business involvement is overrated

Create a culture of learning

Fear, insecurity

8. Think business involvement is overrated

Inspect and adapt

Attempt to avoid making mistakes

Root causes

How to avoid?

Abdication of responsibility;

hiding behind complicance

10 ways to fail

with Agile

Make sure to focus on behaviours

Failure to recognise

importance of the role

Don't start without!

3. Blindly follow the rules

Request the business allocate time

3. Blindly follow the rules

Lack of experience

Root causes

How to avoid?

Acknowledge it's a challenging job

Agile is seen as an IT thing

Provide coaching

8. Think business involvement is overrated

Make them

part of the team

8. Think business involvement is overrated

4. Do it all at once

7. We don't need Agile

technical practices

5. See people as interchangable resources!

6. Decide teams are for hippies

"We need ceremony to learn; we need to let go to grow."

sandy@sprog.co.nz

Unstable systems

High defect rate

Code areas people are afraid to touch

Consequences

Big bang rewrites

& emergency projects

Symptoms

Projects hard to plan

Lots of support work

Constant testing

bottlenecks on team

Takes longer and longer

to get stuff out

7. We don't need Agile technical practices

Slow down and stop accumulating

technical debt

Increasing technical debt

Slow down even more and repay some

How to avoid?

Root causes

Testing is manual only

Learn how to do automated acceptance testing

Lack of awareness

Add this to your Definition of Done

7. We don't need Agile technical practices

Frustrated, confused people

Paralysis: Nothing gets done

Symptoms

"At least I finished my stuff"

Phased approach

Fear of the future

Have pilots - by now we know Agile works,

we need to know how it works in your organisation

Team membership not stable

4. Do it all at once!

Specialist role silos:

fixed and exclusive roles

How to avoid?

Symptoms

Talk to people who have tried it

Personal backlogs,tasks assigned upfront

People on many projects

Read Mike Cohn's

Succeeding with Agile

Dropped standups

4. Do it all at once!

5. See people as interchangeable resources

6. Teams are for hippies

Teams can't learn from each other

Root Causes

Focus on success and failure as a tearm

Get coaching for management

Personal incentives

Lack of understanding

of how teams work

Everyone clashes into the same

organisational impediments

Involve the team in decision-making

No proper introduction to Agile

Every sports team has a coach

4. Do it all at once!

Organisational multi-tasking

Root causes

How to avoid?

Increase quality to avoid

emergency projects

Get a good Scrum Master!

Not seeing the bigger picture

Lack of understanding

of software development

Mini waterfall

Focus on programme

management

6. Teams are for hippies

5. See people as interchangeable resources

Get rid of non-team players

6. Teams are for hippies

5. See people as interchangeable resources

Team working under capacity

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