Practice Does not Make Perfect: Why Agile Transformations Fail
These days, almost every organization is showing interest in Agile. We seem to have all the ingredients for effective transformations: well-known practices, detailed processes, ever-improving tools, extensive literature, myriad certifications, and many consultants. How is it, then, that so few organizations are truly agile?
Gil Broza, author of “The Agile Mindset” and “The Human Side of Agile”, thinks that one particular ingredient has been overlooked in the mad rush to adopt Agile. In this session, he leads us on an exploration of that ingredient and its place in an Agile transformation.
Outline/structure of the Session
I share a conceptual model (the Logical Levels) and the attendees do a quick exercise to understand it better (individual exercise + comparing notes with their neighbour). Then we expand the model in the context of work and instantiate it with Agile values and principles. In a second exercise, we use the model to understand how popular Agile practices came to be. The high point of this talk follows when we use the model to understand how those practices get watered down and misguided when dropped, plug-and-play style, into an environment that still thinks along non-Agile lines. (In other words, we debunk Shu-Ha-Ri). We follow with a discussion of key elements for changing how people and organizations operate.
I've given this talk in various formats: 20, 45, and 60 minutes. The description above is for the 40 minute version. If you'd like me to do 60 minutes, I will introduce one more exercise, and there will be more interaction.
Gain clarity on necessary and oft-ignored elements of Agile transformations.
managers, leaders, executives, ScrumMasters, project managers