In the first of a few podcasts recorded in India, Devesh and I test Alistair Cockburn’s trampoline effect theory, we talk about how agile demand is causing the community to scale too quickly, why you should hire people who are agreeable and open minded rather than ‘agile experts’, and why agile transformation should all be run on a pull based system, even if cogs wont’t come and tell you that they need oiling.
A bit of a first for the podcast this one, an episode recorded remotely across two different countries. We discuss the role of goal setting in transformation, the poor way agile people sometimes treat offshore development teams, and the cultural aspects of agile in other countries amongst much, much more.
p.s. This episode was recorded on the 21st November 2017. It was published on 17 January 2018. The gap was caused by the fact that 36 hours after this was recorded, I became a parent for the first time. Demanding little things, babies…
I got put in touch with Rob a few months back, as someone who’s championing the cause of agile within the Project Management Institute in the UK. I couldn’t resist an opportunity to find out how agile is going down in the world of ‘traditional’ delivery, and how agile is transforming mindsets within the PMI itself.
Sean Robinson has been a huge influence on my agile thinking, both directly and indirectly, so it was a real pleasure to get to record an episode with him. In it we discuss whether a transformation itself is almost inherently unagile, whether our transformation should be based on kaizen or kaikaku, the importance of understanding the history of agile to understand why the frameworks contain the practices that they do and whether failure might be inevitable until the death of Taylorism
In this episode Peter Measey, one of the founders of Radtac, draws on his vast experience of implementing agile across the globe to look at things like the essential pre-requisites for successful transformation, the role of the framework in the transformation (ever heard of the JAD framework?) and why business agility is what’s most interesting him at the moment. Get in touch with him if you want to find out more!
In this episode, John takes a look at the practice of agile coaching, the good, the bad and the value-judgement-relevant-to-organisational-context. Do we know what agile coaching really is? How can organisations starting out with agile tell an experienced coach from an agile consultant? Can you really learn to be a Scrum Master in two days and an agile coach in three?
Check out the project John’s working on here, www.whatisagilecoaching.org
Helen Meek approaches agile transformations with perspectives from both Scrum and Kanban, so in this episode we discuss why calling them evolutions might be better than calling them transformations, the pay offs between autonomy, scaling and distributing, why insights are better than metrics, the need for honesty and whether Kanban needs you to have a PhD in mathematics.
Andy Spence is doing something genuinely transformative in the agile space, taking agile into the world of audit. For those that don’t work in regulated industries, this may mean little. For those that do, it means a lot.
In this podcast, Andy talks through what he’s been doing and how it’s been working. We look at introducing Scrum without Scrum, how your audit team might actually become your transformation team, whether fixed scope is actually just unexamined scope and whether all the pain you’re experiencing in the name of regulations is actually just something you’re doing to yourself.
If you want to find out more about this space, click here to join Andy’s Agile In Audit meetup group in London.
Simon Paynter’s a veteran of agile transformations both big and small, and knows better than most some of the problems or pitfalls they can encounter, or indeed not. In this episode we discuss what failure really means, how even ‘failed’ transformations may contain their successes, why your transformation programme shouldn’t be a programme, the concept of an agile nimbys and how you get whole departments whose job is to protect the status quo. You can also find out exactly what percentage agile Simon has managed to become.
David Smith explores an area we’ve not covered as much yet in these podcasts, the importance of product owning in all of this, specifically the mechanism of value points as devised by Jim Highsmith.
What effect do they have on whether to start small of go large with your agile transformation, and how value relates to cost? Is your transformation about reducing cost or maximising value? How should your vision be tied to your calculations of value? What if your product backlog isn’t a function of democracy? Can you name the fourth attribute the Scrum Guide says a product backlog item must have? If not, have a listen…