{"id":366,"date":"2017-01-02T13:34:53","date_gmt":"2017-01-02T13:34:53","guid":{"rendered":"http:\/\/agilerasmus.com\/wordpress\/?p=366"},"modified":"2016-12-19T13:40:46","modified_gmt":"2016-12-19T13:40:46","slug":"agile-caveats","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/agile-caveats\/","title":{"rendered":"Agile caveats"},"content":{"rendered":"<p>Working with a wide range of teams adopting agile, I&#8217;ve looked into what are the common pitfalls or caveats for a coach when starting up.<\/p>\n<p>The information I present here is mainly gathered from system maintenance teams; i.e. teams that are focused on day-to-day handling of system failures, feature requests and general knowledge support.<\/p>\n<p>The comon characteristics of the teams are (as seen by them):<\/p>\n<ul>\n<li>They are definitly not a team &#8211; they are a group<\/li>\n<li>Not cross-competent &#8211; working in silos based on system knowledge<\/li>\n<li>Few people (2-5 persons)<\/li>\n<li>High degree of self-management<\/li>\n<li>High degree of freedom to resolve tasks<\/li>\n<\/ul>\n<p>To put it short, they are a group of people working in the same room. The only reason why they are grouped as a &#8220;team&#8221; is that the systems that they work on belong to the same business unit. Each person is a subject matter expert or key personel; each posses valuable knowledge about their own systems. Their workload is heavyliy depending on projects needing their system knowledge, large tasks that are just below the project-size barrier, day-to-day system failures\/support\/outages and massive requests via e-mail and phone.<\/p>\n<p>These people are, generally, driven by few things in their daily life:<\/p>\n<ul>\n<li>An urge to solve problems for their customers (please customer)<\/li>\n<li>Large degree of self-planning (please manager)<\/li>\n<li>Ego-boost through key personel status (please themselves)<\/li>\n<\/ul>\n<p>Through lessons learned I&#8217;ve collected a set of key motivators that definitely should be avoided when motivating agile\u00a0in a new area.<\/p>\n<h4>Increase resource utilization by measuring throughput<\/h4>\n<p>Do not under any circumstance inform the team that this is a mean to make people work harder and faster.<\/p>\n<p>It may be a key motivator for the mananger that the new formed overview gives input to evaluating performance &#8211; but flow optimization is key to agile. Team performance is increased by measureing the flow of tasks through the system. By performing retrospective meetings and reviewing the meassurements bottlenecks can be identified and actions can be identified. Comon congestion points are items like key persons taking on too many tasks, external suppliers not living up to their agreed deadlines, etc. Fixing these problems will result in higher performance within the team.<\/p>\n<h4>Force standardized processes on participants<\/h4>\n<p>Do not under any circumstance inform the team that introducing agile\u00a0will also introduce a standardized process on the team.<\/p>\n<p>It may be a key motivator for the manager that the overall process will appear to be the same after introducing agile. However, this is usually a side effect of analyzing the current working process within the team. It&#8217;s vital for the adoption rate of agile\u00a0that the team begin with their current working process.<\/p>\n<p>That being said, agile\u00a0can be a used for introducing a company wide standardized process. But do it evolutionary and with great care. Conformance to standardized processes can be introduced step by step by gradually adding updating the policies attached to the agile\u00a0board or through &#8220;definifion of done&#8221;.<\/p>\n<h4>Work sharing across competencies as key driver<\/h4>\n<p>Do not under any circumstance inform the team that introducing agile\u00a0will turn the team into a cross-functional team where everyone is able to solve all tasks within the team.<\/p>\n<p>The vital part of agile\u00a0is to increase the knowledge within the team about task state through a visual overview. After a period of time the team, normally, starts to use the knowledge sharing forum to identify when and how they may assist each other. If the daily meetings are held in a structure emphasizing that focus must be kept on &#8220;getting things done&#8221; &#8211; it will become natural for the individuals to help out where applicable.<\/p>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>Working with a wide range of teams adopting agile, I&#8217;ve looked into what are the common pitfalls or caveats for a coach when starting up. The information I present here is mainly gathered from system&#8230;<!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":367,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true},"categories":[3],"tags":[5,66,67],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.8 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Agile caveats - @agilerasmus<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/agilerasmus.com\/wordpress\/agile-caveats\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Agile caveats - @agilerasmus\" \/>\n<meta property=\"og:description\" content=\"Working with a wide range of teams adopting agile, I&#8217;ve looked into what are the common pitfalls or caveats for a coach when starting up. 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Having empirical data of how a team progresses in its journey towards agility and adoption of Scrum enables long term optimisation in stead of only relying on Sprint-to-Sprint\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2019\/01\/win.jpg?fit=890%2C720&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":556,"url":"https:\/\/agilerasmus.com\/wordpress\/scrum-as-a-process-bus\/","url_meta":{"origin":366,"position":1},"title":"Scrum as a process bus","date":"May 27, 2018","format":false,"excerpt":"Many organisations are rapidly taking Scrum as their core agile framework - this is positive in many ways. The framework is an industry standard that is taught at universities and IT colleges. But there is a big and comon pitfall - an anti-pattern that should be avoided: Scrum is tailored\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2017\/11\/main-board-89050_960_720.jpg?fit=960%2C690&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":454,"url":"https:\/\/agilerasmus.com\/wordpress\/what-happens-after-scrum\/","url_meta":{"origin":366,"position":2},"title":"What happens after Scrum?","date":"June 3, 2017","format":false,"excerpt":"\u00a0 At Scrumday 2017 held in Simcorp I presented parts of the work that I have been involved in and the thoughts that follows an agile transformation. On a personal level \u2013 the journey with Bankdata already started back at Scrumday 2016 where my colleague Claus gave a talk on\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2017\/06\/Slide1.png?fit=960%2C540&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":87,"url":"https:\/\/agilerasmus.com\/wordpress\/plan-for-success\/","url_meta":{"origin":366,"position":3},"title":"Plan for success","date":"March 11, 2013","format":false,"excerpt":"Do you plan for success when conducting sprint planning? In a misunderstood urge of striving for success many teams over commit when planning sprints. This can often be witnessed at sprint demos where many of the user stories planned for implementation are either not fully done or not even started.\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i2.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2016\/12\/plan-success.png?fit=500%2C375&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":621,"url":"https:\/\/agilerasmus.com\/wordpress\/agile-leadership-dogma\/","url_meta":{"origin":366,"position":4},"title":"Agile Leadership dogma","date":"March 13, 2018","format":false,"excerpt":"Agile Leadership is a mindset that applies to many roles in an organization e.g. Scrum Master, Department Manager, Agile Coach, Product Owner, etc. \u00a0In the beginning of the year, I attended a workshop for Certified Agile Leadership to get more knowledge and tools into Bankdata. The output of the workshop\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i1.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2018\/03\/agil-leadership.jpg?fit=1200%2C900&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":317,"url":"https:\/\/agilerasmus.com\/wordpress\/hands-on-forbliv-agil\/","url_meta":{"origin":366,"position":5},"title":"Hands-on: Forbliv agil","date":"October 12, 2016","format":false,"excerpt":"For nogen tid siden skrev jeg om den agile transformation i Danske Bank\u00a0og om hvilke tiltag der p\u00e5 dav\u00e6rende tidspunkt blev iv\u00e6rksat for at fastholde agiliteten i organisationen. Sidenhen har jeg talt med andre agile coaches rundt om i branchen og det lader til at det \"nye sort\" i IT-branchen\u2026","rel":"","context":"In &quot;Dansk&quot;","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]}],"_links":{"self":[{"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/posts\/366"}],"collection":[{"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/comments?post=366"}],"version-history":[{"count":1,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/posts\/366\/revisions"}],"predecessor-version":[{"id":368,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/posts\/366\/revisions\/368"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/media\/367"}],"wp:attachment":[{"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/media?parent=366"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/categories?post=366"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/agilerasmus.com\/wordpress\/wp-json\/wp\/v2\/tags?post=366"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}