Pragmatic Agilist

Do you have a group of, say, 100 people, whom you want to organize optimally for a software delivery program?  Martin Fowler is famously on record saying that " scaling agile is the last thing you should do. " A better approach is to try to scale down your project. ...an unscientific straw poll revealed that most projects could lose about half the people of the project without making things go slower. Time and time again I hear of success occurring when a team is cut significantly in size. Large teams carry a big overhead in communication and management. Using smaller teams staffed with more able people is usually faster and cheaper, even if the everyone is more individually expensive. This brings to mind one of Tom Waite's "non-lethal weapons," the Shrink Ray, in the movie Mystery Men ,.  Aficionados of the movie (or comic) will remember that the ray is "based on simple dry-cleaning technology." From the Blu-ray site:  http://www.blu-ray.com/m...

As you begin your large-scale agile transformation, you may find yourself printing out posters of The Big Picture , jack-hammering cube walls into pulp, and negotiating an awesome corporate site license for an Application Lifecycle Management (ALM) tool.  Plus you are likely putting rigorous product management, architecture and continuous integration practices into place, along with test driven development, and automated functional testing, without the last of which you will be completely helpless under your regression load. This is all heady and exciting stuff, and just keep doing it, but I would recommend that as you do, you put staffing at the top of your list of concerns, and put a fair amount of energy into the effort.  The Agile Founding Fathers weren't messing around when they put the words "Individuals and Interactions" at the very top of the manifesto.  Make no mistake--agile lives or dies by the quality, motivation, and communication of the people practicing ...

In 2006, Ivor Jacobson famously summarized , "Most important, agile is about social engineering."  And indeed one of the things that makes so many agilists so dar ned loveable is that we are , as a frie nd of mine put it yesterday, "the kind of people who want to create a work place where you can go and still be a human being."  Not a "resource," not an "FTE," but a human!  It's an inspiring dream! http://www.pbpp.state.pa.us/portal/server.pt/community/human_resources/5364/how_to_apply/494613 B ut you kno w what ?  I t's not a goal you can atta ck directly , even if you are, for some reason, under the impression that you're in charge.  In fact, in my view, a lot of us are completely wrong about what the "lead" and " lag" measures are for a successful "agile" transformation of an orga nization . "Lead" measures, you will recal l, are the little things you can observe which reliably indic...