To those who have never seen agile at work, it would seem a bit odd to think of implementing it at first. Most people would see the vast levels of acceptance while bringing continuous improvement to project methodologies and think it was literally impossible to put into practice. But that is exactly what Agile is, practice. We live in an imperfect world, but we also have come to the belief that “practice makes perfect.” We’re not sure if that expression became so popular because it rolled off the tongue so well, or because practice really does make things perfect.
Perfection is unattainable, but reaching perfection is attainable. Typically when we’re practicing anything whether it be a sport, hobby, or process, we come to realize that we have a tendency to do it better and better every time we do it. Upon completion we use expressions like “note to self” in order to be sure we don’t make the same mistake again the next time. Or vice versa, we make sure we try another approach that is slightly different. It is exactly this line of thinking that fuels innovation. Much in the same way, this is how Agile project methodologies became what they are, bringing speed, synergy, and continuous improvement through regular practice.
Why Tailoring Agile Impulsively is Not Recommended
As some will find out eventually, we will not likely have a truly perfect product by the end of the first sprint, and there probably will be some revisiting or refactoring later on. However, with the use of multiple sprints, the team is aware that there will be goals to practice constant improvement of the existing processes along with a learning curve with each iteration. Whether it be the result of bug-fixing, improved design, or better material for a longer lasting product, it is that very system of agile project methodologies that allows increments to be built upon with regular feedback. As an example we can refer to the much ignored and under-practiced Sprint Retrospective. As there might be a sense of time limitations, to get things closed off and ready for delivery at the end of a sprint, some teams and stakeholders will make the sacrifice of skipping the retrospective to do what is thought to be more productive completion work. This is in fact a huge sacrifice, since the habit of skipping the retrospective in itself will wipe out the need or perceived need to do one for any future sprint.
An instated workflow process that does not leave time for a feedback loop, will likely leave one out for all future workflows. When this happens, danger presides and can only be undone when someone with a persistent agile mindset (likely an agile business coach or scrum master role) attempts to inform everyone that it needs to be added in. As you will likely notice, the “swimming against the stream” effect will come into play. It will be met with much resistance to change as we know most groups are prone to. It also will be met with much discouragement and heartfelt and time-wasting debate since there will be many who will be on both sides of the fence.
Setting the Record Straight
This makes the point, agile project methodologies, principles, and mindset are in place to function like an entire working organism, the events that are meant to take place are much more effective when they are all in plugged in. If they are removed or tailored, there has to be a highly experienced agile working team with an experienced agile coach that could pin point the possible downfalls of removing any aspect. Further to this, the highly experienced team would need to come to the agreement that if the foreseeable pitfalls were to occur, the missing pieces will be added back in, and with certainty of knowing that the pitfalls are being caused by the tailoring process itself, much like “trial and error” in experimentation. If the agile team roles are made up of fully inexperienced members, therein will be the ultimate risk and error just waiting to happen at which point there is no easy return even with agile training courses. This is where the self-fulfilling prophecy will come into place whereby naysayers will state that agile doesn’t work in the form of the much dreaded “we told you so.” Continuous improvement has a lot to do with accepting change. When sprints are completed and done properly over time and with additional coaching and mentoring, it becomes much more effective and seamlessly risk-free so that changes become more acceptable.
[Image courtesy of Stuart Miles at FreeDigitalPhotos.net]
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