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10. Go with the buzz!
It's a silver bullet, really!
"Before Agile we didn't have
those problems."
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
Boil the ocean, conquer the moon
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
Change/drop fundamental practices
"What the hell ..."
Often hard to get a
Product Owner
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."
Train and coach people
Arrogance & naivite
Let the C-level guys know what they can do to help
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
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
Team doing less than they could
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
Abdication of responsibility;
hiding behind complicance
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
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."
Unstable systems
High defect rate
Code areas people are afraid to touch
Big bang rewrites
& emergency projects
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
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
"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
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
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
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