This looks like a plateau, but is in fact a volcano. Beware!
Let me confess it: I am not an expert in Agile. I have yet read only the first three chapters of Agile Adoption Patterns, from Amr Elssamadisy, and I already want to share with you how much it has inspired me. Especially in relationship with a specific project we at OCTO Technology are helping to get Agile. I will go on reading the remaining 43 chapters and may later review them here.
Agile is nowadays quite fashionable, and this very success generates its own problems. Amr mentions that the very first teams adopting Agile “methods” obtained 500% improvements in productivity, but that as Agile is becoming more pervasive and adopted by a wider audience we see more teams getting instead only 50% improvements, or failing to obtain any improvement at all. Indeed I now realize that the project I have in mind has probably reached this 50% plateau. Amr’s intention is to help us overcome this difficulty and implement an Agile adoption strategy to go much beyond.
For this, Amr’s gives me two keys. The first key is learning. Learning is the bottleneck in software development, the limiting factor in your effort to develop efficiently useful and dependable software. Learning might be about the functional domain, your user’s preferences, technologies, software development processes, whatever. Thus many of the Agile practices help people examine frequently what they have done and get an opportunity to learn and improve: short cycles, retrospectives, test-driven specifications, etc.
My “plateau” team is not today using some of the most important learning-oriented practises, such as refactoring and retrospective. The emphasis is more on velocity, not on learning. IMHO, this explains the plateau: once you have adopted some basic practices, you don’t improve anymore if you are not willing to experience frequently the slight unease of realizing you could have done better and turn it into the next incremental enhancement.
The second key is personal responsibility. The best Agile teams are self-directed, self-improving and responsible. Collective responsibility can only be based on the individual responsibiliy of team members. Many Agile practices help people in the team evolve towards more individual responsibility. Just as an individual cannot be ordered to be responsible, a team cannot be declared self-directed, but you can help it.
My “plateau” team is not today self-directed. It is composed of individuals moving in a hierarchical environment, which does not encourage personal responsibility. Agile adoption has not been positioned as a change in culture, only as “just another software development methodology”. I think we have not worked enough to empower the team, maybe because we did not fully appreciate the effects of the cultural gap.
The third chapter is about business values. What are your most important goals? What are your reasons for improving your software development process? Amr suggests some candidates, and invite to look for the right motivation for your team. If we know why, we have better chance to improve, and in the right place.
My best idea right now is to talk to the various members of the team and project sponsors, and try to understand what is the motive for getting the team Agile. Time to market? Yes, we would all like to get a release a few months sooner. Cost? Yes, of course, as everybody. But isn’t there any other reason, more specific to their situation? Then, I hope we will be able to get them motivated and empowered to overcome the plateau.