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...

Mike Cottmeyer has re-emerged in the blogosphere, after a bit of a lull, with an electrifying series of posts about enterprise agile, one of which is entitled How to Structure Your Agile Enterprise .  I love the whole series, and especially this post, anchored as it is in Cottmeyer's real life experience: First of all… let me share that I have NEVER worked on a small agile team. I’ve coached many of them, but my introduction to agile was in the context of large enterprise class financial systems… things like online banking and bill payment. The kinds of systems where the company makes a penny or two on every transaction and does millions every year. Is this your enterprise business flow reality??  From http://thedailywtf.com/Articles/The_Customer-Friendly_System.aspx Cottmeyer provides some really crucial insights about agile at scale that may run counter to what you believe is "fundamental" to agile: "Feature teams" are not practical, if any given...

As agilists, we all hear a lot about self-organizing teams.  I'm pretty sure I have already aired several, probably conflicting, opinions about self-organizing teams, like " someone else should assign people to the teams and decide what they should do, and THEN they should self-organize ," but today I would like to talk about something even more fundamental:  the self-organizing self.  Are you fully able to function on your own behalf, or even on the team's behalf, at times when you don't have a scrum master acting as a sort of personal time assistant?  Do you procrastinate?  Are you distracted?  Do you run out of money?  Do you lose things?  Let's assume you've tackled work--how well-armed are you for life? Helpful advice from  http://xkcd.com/337/ I would like to think that most of you are more personally organized than I am, and you probably are, but for those of you who need a little help, as I do, there are some free or cheap tech...

As agile divas coaches, we are prone to think things like:  "agile is never going to work in a company [like this one] with a horrible, toxic culture. [but I will take the money and give it a shot.  What the hey, it's job security.]."  In fact, "company philosophy or culture" was one of the top two "leading causes of failed Agile efforts" for the 2008, 2009, 2010, 2011, and 2012 "State of Agile" Surveys administered by the Scrum Alliance.  And I don't think the 2013 results are out yet. One pictures the coaches of the world flouncing around in art deco silk wraps and soft curlers waving our collective hands and wailing things about "not being able to work under these conditions!"  It's poison I tell you, poison! From the excellent http://www.theculturedoctor.com.au/blog But let's turn the question around.  If we, as agile coaches, have a preference to work solely with small groups of (kind) super-geniuses in ...

I was privileged to hear Sallie Krawcheck speak last week at a Chicago meeting of a women's networking organization she co-owns, called 85 Broads .  Those of you who are interested in women's networking should definitely look into this organization.  And the rest of you should please keep reading, because this is not going to get all hissy--there's something for everyone! From http://crossroadsworshipteam.com/uploaded_images/Suprise-attacks-748698.jpg At the 85 Broads meeting, a young African American woman stood up and asked Sallie, "what if nobody wants to network with me?  I don't look like anyone else I meet in my male-dominated industry." Krawcheck, who has made a phenomenal career out of building relationships with sponsors and coworkers, responded brilliantly, saying that people from any minority group within their work environment need to proceed with caution. Paraphrasing, Krawcheck's suggestions were: Understand the unwritten rules an...

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 ...

Did you visit your dentist today?  If not, perhaps it is because in modern dentist offices (at least in the US), a routine dental checkup consists of four key steps: A hygienist grimly and repeatedly stabs your gums with a pointy stick called a periodontal probe (6 stabs per tooth!), and loudly calls out numbers from 1 to 15 with each stab, where anything over 3 means "tooth about to fall out." These numbers, they assure you, go on your permanent record. The same hygienist scrapes some stuff off of the teeth along your gum line, a painful process appropriately known as "scaling." The hygienist gives you a choice of grape, watermelon, or mint toothpaste, and uses that little round tooth cleaning widget to clean the remaining surfaces of your teeth.  They don't say it, but you know and they know that the widget is actually a disguised drill.  The dentist comes in, looks things over, and gives you some summary advice and follow-up requests, like "come ba...