Rachel Davies has stepped down as the chair of the Agile Alliance and
Brian Marick has taken the seat. Brian has instigated a wide ranging discussion on the future of the agile alliance and associated issues. Read Brian's suggestions here:
http://www.exampler.com/blog/2007/05/20/help-me-stir-things-up/ and join the contribute to the discussion here: http://forum.agilesoftwaredevelopment.org/ .
Friday, 25 May 2007
Friday, 18 May 2007
Is Agile for the Average?
I have spent the last couple of weeks talking about agile implementation in average teams. A colleague I regularly work with has been implementing agile technologies for a number of years and been very successful at it too!
A couple of weeks ago he called me up and told me that it didn't work! Well, taken aback, I asked him what on earth he was talking about! After evangelising for years about Agile he was now saying it was junk - had he hit his head?
After a bit of digging it became clear that he was struggling to implement agile ideas in the team he is currently working with. His explanation for this is that he has always worked with exceptional teams and in this, his first experience of an unexceptional team he is finding it incredibly challenging to get them on board. Which got us thinking - does Agile actually work in average teams?
There is a fair amount of debate around whether or not agile works for average teams. Much has been written suggesting that agile works most effectively in high performing teams, and yet many argue that agile is an effective tool for average teams.
I think that both can be true. High performing teams often have a culture of personal development, problem solving and a desire to be challenged. An average programmer is far more likely to be focused upon their technical ability and concerned with completing their own work.
The key to successful implementation of agile in average teams is to have a clear understanding of the level of both technical and non-technical skills within the team at the outset. If a programmer is of average ability then it is likely that they will not have been required to learn and develop the non-technical skills required in an agile environment. An exceptional developer is more likely to have had experience selling their ideas, influencing others, communicating clearly and openly and negotiating and expressing opinion.
Therefore, if we are to implement agile in average teams without such experience we must first train and nurture those skills, allow for practice and build in the time and processes to support their development.
So, my friend is back with his team, auditing the skills sets and building in processes to facilitate the change.
Next time, some more detail on the non-technical skills set requirements.
A couple of weeks ago he called me up and told me that it didn't work! Well, taken aback, I asked him what on earth he was talking about! After evangelising for years about Agile he was now saying it was junk - had he hit his head?
After a bit of digging it became clear that he was struggling to implement agile ideas in the team he is currently working with. His explanation for this is that he has always worked with exceptional teams and in this, his first experience of an unexceptional team he is finding it incredibly challenging to get them on board. Which got us thinking - does Agile actually work in average teams?
There is a fair amount of debate around whether or not agile works for average teams. Much has been written suggesting that agile works most effectively in high performing teams, and yet many argue that agile is an effective tool for average teams.
I think that both can be true. High performing teams often have a culture of personal development, problem solving and a desire to be challenged. An average programmer is far more likely to be focused upon their technical ability and concerned with completing their own work.
The key to successful implementation of agile in average teams is to have a clear understanding of the level of both technical and non-technical skills within the team at the outset. If a programmer is of average ability then it is likely that they will not have been required to learn and develop the non-technical skills required in an agile environment. An exceptional developer is more likely to have had experience selling their ideas, influencing others, communicating clearly and openly and negotiating and expressing opinion.
Therefore, if we are to implement agile in average teams without such experience we must first train and nurture those skills, allow for practice and build in the time and processes to support their development.
So, my friend is back with his team, auditing the skills sets and building in processes to facilitate the change.
Next time, some more detail on the non-technical skills set requirements.
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