Interpreting agile 2-six traps of agile implementation

As agility becomes more and more mainstream, various agile conferences are held, and one agile book is published one after another. One company is moving forward to agility, which is a hot scene. This reminds me of my feelings when I was reading the report. At that time, I was able to see advertisements for psoriasis and liver disease in prominent places in every newspaper. At first glance, I felt that there were many people who would cure the disease, after careful consideration, I found that the root cause is that few people can cure the disease, otherwise the market will not be so busy. Is the current situation of agility the same?

"It is better to be agile than to be agile! Be agile rather than do agile. "But for most companies, if they haven't been agile, how can they know how to become agile. In addition, agility can be checked and measured, but agility cannot be changed, which violates the management law of "cannot be measured but cannot be managed. HoweverMost agile implementations will fail! Companies that have been attracted by the bright future of agility and have been heading for agility are basically self-seeking troubles, and "hard-hitting agility" is prevalent.

I think the following six problems must be solved before the agile implementation can be successful:

1. No goals, agile for agility

Agility is not the goal of solving real problems. Many companies have been moved by market promotion and think that Agility represents good, But agility is not good. These companies tend to be fooled easily, overestimate the effectiveness of agile implementation, and hope to solve many problems through simple agile implementation. Because there is no goal, they can only strive for Standardization during implementation. This is a management method that conforms to national conditions, commonly known as sports-style management. The goal of sport-style management is only to exercise,I know that I am swimming naked only after sports..

What are your main problems? What problems should we solve when implementing agility? What problems cannot be solved through agile implementation?

2. Not understand agility

I don't want to be agile, but I just want to be agile. Companies that do not really invest in cost research agility do not know why agility takes effect. Of course, they also have research, such as sending people to attend two days of CSM training, getting a certificate, or buying two agile books, check the red-green mode or know that you have to answer three questions every morning. This kind of superficial research regards agility as a process and is a very simple process. They tend to underestimate the difficulty of agile implementation, overestimate the effectiveness of agile implementation, and lead to a burst of blood in the real implementation. In this case, agile implementation is a tragedy. "I abide by all the rules of man and God. But you do not follow the rules, but they love you more than love me. "--" Burning years"

What is agility? How does agility play a role? How long does it take? What is agility useless?

They told me that the world wocould be changed if I cocould answer three questions every morning. Now I 've answered them for a month, why hasn' t the world been changed?

3. incorrect method: Package

Package Addiction refers to the fact that people prefer what looks like to be complete to satisfy their psychological aspirations, so as to escape the real difficulties of independent thinking and solving problems. Bundle not only occurs in Agile Software Development, but also reflects people's love for solutions rather than solutions. The waterfall model is not the intent of the waterfall model creator, but it is misinterpreted as a software development solution such as the waterfall model. The CMM is proposed to measure the quality of the process, but it becomes a solution to the problems of software development enterprise management; scrum is not a solution, but people or complain that the scrum solution does not provide enough practice, or you can add user stories, plan poker, and other practices to it, you must turn it into a solution. While pursuing suits in the market, people complain that suits are useless. Indeed, it is much harder to implement a suit than to implement a practice, but you are still happy.

Is implementation agile the implementation of scrum? Do you really need all the practices? Is there any practice that is actually effective?

4. No infrastructure

Agile Software Development or software development. You can recruit people with lower skills to complete the work without implementing agility. Taking scrum as an example, scrum exposes problems rather than solving problems. It is still dependent on people to solve problems. Conflicts between people require the ability to resolve conflicts, team building requires the ability to lead, and a deep understanding of the business requires the ability to master and analyze the business. Developers should not mention the design coding capability. The founder of scrum said that idiots can also use scrum. Then he added that, of course, they can only produce garbage. Does your company need garbage?

What is your company's current software development capability? After 6-12 months, can the code quality be guaranteed? Do developers understand the business? Is the architecture very crashing?

5. Environment conflict

To implement agility, there is no environment, people, and culture required to implement agility. Most companies cannot tolerate people who dare to point out leadership issues to solve problems and break through the company's rules. In such a company, large-scale implementation of agility is purely a challenge. This is why many people say agile is good, but it is not suitable for our company. Moreover, the transparency brought about by agile implementation will make bad news everywhere at the beginning. Can we tolerate bad news? Can the Team be guided correctly? It is a great test for the management layer. In fact, bad news has always existed, but it was covered before. "Corrupt officials must be more corrupt officials ." -- From Zhou xingchi's jiupinzhima official

Does your company have an even more corrupt official? Can we tolerate bad messages? How long can it be tolerated? Are you encouraged to try? Or should we punish all "errors?

6. overestimated R & D management capabilities

Software development and management capabilities are ignored by software development companies. There is a very simple question to test the software development and management capabilities. "How is your company code review doing ?" Let's take a look at how the management layer answers this question. Let's go to several project teams to see how it actually works and ask the developers how they feel about code review. Code review is a practice that everyone knows about software. Everyone knows what to do, but most companies are not qualified at this point.

Is there any software development practice in your company that has really been pushed down and has nothing to do? Which agile practice is prepared for implementation by your company? How can we really push it down?

 

Interpreting agility

This is the purpose of interpreting the agile series. I hope to achieve the following through this series: 1) demonstrate my understanding of agility to help more people understand agility. 2) put forward ideas and suggestions for implementing agility; 3) provide some examples for reference.

Although it seems easy, agility is really difficult and requires years of learning and practice. If you only want to press the gourd image, the result is to press the gourd to float. My motto is:It is not worth the effort to do a good job simply.. This is because it is difficult. Only when it is done can it become a competitive force and be different.

The subsequent content has not been fully conceived, but the considerations include:

1) practice and theoretical analysis

How hard is agility? From the details, we can see how to make the details perfect and understand the details agile. Please refer to the follow-up: Interpreting the pairing Review of agile practices and interpreting every Hitachi meeting of agile practices. How to Understand the set scrum, XP, and so on.

Theory analysis, queuing theory, and game theory behind agility.

2) implementation methods and Samples

What problems do you want to solve? What method is used? Problem domain analysis and track spells.

3) Miscellaneous

Some related examples and insights.

 

PS: @ larrycaiyu I suggest you change the name from "fail in most agile implementations" to "Six traps in Agile implementation.