{"id":2504,"date":"2024-01-15T09:04:55","date_gmt":"2024-01-15T14:04:55","guid":{"rendered":"https:\/\/10xprinciples.com\/?p=2504"},"modified":"2024-01-15T09:04:56","modified_gmt":"2024-01-15T14:04:56","slug":"agiles-dirtiest-secret","status":"publish","type":"post","link":"https:\/\/10xprinciples.com\/index.php\/2024\/01\/15\/agiles-dirtiest-secret\/","title":{"rendered":"Agile\u2019s Dirtiest\u00a0Secret:
Working before getting answers causes\u00a0chaos<\/i><\/br>"},"content":{"rendered":"\n
\n\n\n\n

Ask almost any technical team nowadays, and they\u2019ll claim they\u2019re using some flavor of Agile practices instead of the debunked Waterfall method. <\/p>\n\n\n\n

Teams using Scrum may engage in story point poker-playing, a method of estimating the level of effort of stories. Or they may relinquish their chairs for daily standup meetings. The corniness of Scrum aside, there\u2019s no arguing that the Agile Manifesto<\/a> is rock solid. <\/p>\n\n\n\n

Still, the technical landscape is dotted with software releases that don\u2019t cut the mustard, from quality problems to software that fails to effectively address customers\u2019 most significant pain points.<\/p>\n\n\n\n

A breakdown in the Agile process most often occurs at the point of handoff. In this case, the handoff from Product Management to the Development Team, especially as teams grow, is fraught with difficulty. <\/p>\n\n\n\n

Those versed in Agile will correctly object that there shouldn\u2019t be a handoff. Instead, it\u2019s supposed to be a more collaborative process. There\u2019s a conversation <\/em>(remember, Agile is about discussion, not documentation) between Product Management and Development Team that occurs before the start of a sprint that should provide the team with most of what they need to work heads-down for the sprint duration. Product Management is available throughout the sprint to answer questions as they arise.<\/p>\n\n\n\n

What happens if Product Management doesn\u2019t have all the answers? \u201cThat\u2019s simple,\u201d cite the Agile aficionados, \u201ca sprint mustn\u2019t begin<\/em> until Product Management gains clarity about the project.\u201d <\/p>\n\n\n\n

The pressure to deliver software is sometimes so great that sprints begin without adequate understanding, scoping, or risk assessment. The premature commencement of sprints is a byproduct of rapidly growing companies and is the primary reason quality suffers and released software neglects to address customers\u2019 true pain.<\/p>\n\n\n\n

Imagine the scenario where a startup receives a large cash infusion that propels it into a growth stage. At this point, hiring often focuses on rapid Engineering team growth. <\/p>\n\n\n\n

Sure, there is a trickle-down effect, and Engineering growth necessitates hiring for other teams. However, speedy hiring is almost always lopsided and often results in a larger ratio of Engineers to Product Managers. Furthermore, there\u2019s a significant ramp-up time before newly hired Product Managers can learn the business and customers well enough to gain the omniscience required by the Sprint teams.<\/p>\n\n\n\n

Does this mean that chaos descends for a time until new employees gain their footing? Not necessarily, although growth often does usher in a period of dysfunction. <\/p>\n\n\n\n

The dirtiest secret of Agile<\/em> is that the Product Management role should comprise an entire team and not just any run-of-the-mill team. It\u2019s a small and mighty Discovery team comprising top performers in a few disciplines. <\/p>\n\n\n\n

The role of a Discovery team is to fully consider the work, e.g., roughly determining what<\/em> is to be done and not<\/em> done, the basic contours of how <\/em>it will be done, the risks<\/em> inherent in the approach, and the technical feasibility<\/em> of the work. <\/p>\n\n\n\n

Without an up-front discovery, the Development team will spend valuable sprint time digging for answers and be unable to produce working software. This requires more than just a Product Manager. A typical Discovery team is made up of the following:<\/p>\n\n\n\n

    \n
  1. Product<\/strong>\u200a\u2014\u200aThe Product representative is typically a Product Manager who deeply understands industry trends and the customer base. This person is a key problem solver who leads the charge in fitting a solution to a problem.<\/li>\n\n\n\n
  2. Technical<\/strong>\u200a\u2014\u200aAlthough engaging a senior-level technical employee on a Discovery team may seem wasteful, it\u2019s quite the contrary. Invariably, a developer with 10x capabilities will propose a technically feasible solution that minimizes risk.<\/li>\n\n\n\n
  3. Design<\/strong>\u200a\u2014\u200aIf the solution requires a user interface, a designer should provide a rough idea of an approach and a workflow.<\/li>\n<\/ol>\n\n\n\n

    The Discovery team explores the problem deeply, proposes a solution that fits the established time constraints, and sells it. Note that it\u2019s a good<\/em> solution but not a perfect <\/em>one. Furthermore, the Discovery team isn\u2019t providing a complete solution\u200a\u2014\u200athey are merely shaping an approach so that the Development team begins with a firm foundation they can build upon. <\/p>\n\n\n\n

    Also, the Discovery team isn\u2019t sprinting. They work methodically to uncover the necessary information to craft a reasonable solution. Unfortunately, the discovery process is seldom a fast endeavor, yet the conversation between the Engineering and Discovery teams should not occur until the discovery finishes.<\/p>\n\n\n\n

    As Engineering teams grow, the inability to appropriately staff Discovery teams represents a bottleneck in the throughput of high-quality software delivery. This requires some shuffling of senior-level, experienced employees onto Discovery teams and acts as a governor to Engineering hiring. New hires invariably miss some or all of the qualifications required for successful discovery and must be trained and seasoned before becoming effective Discovery team participants.<\/p>\n\n\n\n

    The dirtiest secret of Agile is twofold: <\/p>\n\n\n\n

      \n
    1. A significant upfront discovery effort requires a small team of senior people.<\/li>\n\n\n\n
    2. The product suffers if this team isn\u2019t scaled commensurately with growing development teams. None of this is a knock against Agile methodologies\u200a\u2014\u200athey work just fine, provided the Discovery team is considered a non-negotiable part of the Product budget.<\/li>\n<\/ol>\n\n\n\n
      \n\n\n\n

      Does this intrigue you? Are you interested in learning more? If so, it\u2019s your lucky day. My new book expounds upon this modified excerpt. Buy The Agile Enterprise: Applying Agile Principles to Drive Organizational Success<\/a> <\/em>in digital or print format <\/em>to better understand applying the principles of Agile Programming across the board in a company.<\/p>\n\n\n\n

      \n

      <\/a><\/p>\n\n\n\n

      <\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

      Ask almost any technical team nowadays, and they\u2019ll claim they\u2019re using some flavor of Agile practices instead of the debunked Waterfall method.  Teams using Scrum may engage in story point poker-playing, a method of estimating the level of effort of stories. Or they may relinquish their chairs for daily standup meetings. The corniness of Scrum… Read More »Agile\u2019s Dirtiest\u00a0Secret:
      Working before getting answers causes\u00a0chaos<\/i><\/br><\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":2505,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"neve_meta_sidebar":"","neve_meta_container":"","neve_meta_enable_content_width":"","neve_meta_content_width":0,"neve_meta_title_alignment":"","neve_meta_author_avatar":"","neve_post_elements_order":"","neve_meta_disable_header":"","neve_meta_disable_footer":"","neve_meta_disable_title":"","_FSMCFIC_featured_image_caption":"","_FSMCFIC_featured_image_nocaption":"","_FSMCFIC_featured_image_hide":"","footnotes":""},"categories":[1],"tags":[64,121,135,136],"ppma_author":[86],"class_list":["post-2504","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-agile","tag-business","tag-careers","tag-management-2"],"yoast_head":"\nAgile\u2019s Dirtiest\u00a0Secret - 10xPrinciples<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/10xprinciples.com\/index.php\/2024\/01\/15\/agiles-dirtiest-secret\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Agile\u2019s Dirtiest\u00a0Secret - 10xPrinciples\" \/>\n<meta property=\"og:description\" content=\"Ask almost any technical team nowadays, and they\u2019ll claim they\u2019re using some flavor of Agile practices instead of the debunked Waterfall method.  Teams using Scrum may engage in story point poker-playing, a method of estimating the level of effort of stories. 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