Top 10 reasons why Agile fails and some options by Ajay Reddy - Agile Maine Day 2016

Top 10 reasons why Agile fails and some options

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WhatisAgileorganization

Agility astheabilitytomaketimely,effective,andsustainedchangeshastwoimplications:

1. Agileorgsshould register profitability rates(eg. shareholder returns,Ratioofoperatingcashtoassets,Ratioofbuystocustomer, reducingleadtimesetc.)thatarehigher thantheaverageoftheircompetitivegroupand

2. That above-averageperformance shouldbesustained.Survivalisrelatedto,butnotthesamethingas, agility.It’scommontoseeorganizationsnotbeabletoadaptandasaconsequencenotbeabletosurvive.

Organizational agility resultsinsustainedhighperformance.

Lacking supportive budgeting practices

Data driven Value streamsSmaller feedback loop

Market changes

Agile encourages distributed cognition, distributed decision making and small batch sizes. Traditional budgeting practices central decision making and yearly cycles.

Official Licensed Material © CodeGenesys, LLC@ajrdy [email protected]

Consider beyond budgeting practices.

Lacking convictional servant leadershipYes, it can be cultivated

Limited constraints

Anticipating needs

Building Shared Vision

Other’s (customer incl) needs

It’s beyond just removing impediments, advocacy and facilitation!


Continuously cultivate servant leadership practices. Use Executive coaches where needed.

Lacking balanceBetween principle and practice

Artificial data Heavy weight artifacts

Mindless process

Action without understanding

While Shu-Ha-Ri has been a helpful way to think about leaning Agile, it can also be misused. In fact more often than not, it’s misused.


Beware of natural proclivities in your own organization.

Failure of traditional risk managementParticularly in the context of managing external vendors

Outcomes ContractsNegotiation Partnerships

Relationships that rest on untested capabilities , imagined outcomes and lack of trust.

Be willing to revise assumptions based on learnings and empirical evidence.


Lacking the voice of the real customerThat support realization of a vision

Market trends User StoryHolistic risk Product Mgmt

Traditional Agile has represented the voice of the customer by localized roles that have clearly failed by and large in the industry. Product Ownership in most case is trivialized to subjective prioritization and a translator of traditional requirements into insipid artifacts.

If you need to localize make sure you 1) choose right 2) person receives appropriate training and 3) he/she has autonomy.


Lacking visionThat animates those who accomplish it

Capable Forward lookingSOO Achievable

Every team, team of teams, organization has to have a purpose. The clearer, the more shared it is, the more effective the team or organization is.

A vision animates, energizes a team or organization giving it purpose.


Leaders need to master story telling and use stories to reinforcing the vision.

TamperingCommon v/s special causes

97% Root causesLacking feedback loops

Cascading effects

Hyper urgency, often leads to premature action or acting on non-root causes which tends to cause more problem.


1) Systems thinking 2) Mapping systems effects 3) Under cause effect delays 4) Willingness to make data based decisions 5) Patience.

Lacking concept to cash thinking

Data without Why

ArtifactsProcess without purpose

Local optimization

Missing value stream understanding and management of end to end flow of value.


Very few are able to make value stream level decisions. Even fewer are capable of having a value stream perspective.

Underestimating change fatigue

Patterns not logic

Roles and Job Titles

Evolution vs Revolution

Multiple initiatives at the same time

Change is hard. People resist change. Large change is more difficult. Forced change is painful. Fatigue becomes the fabric of the organization.


Few well thought long term initiatives. Eg. Toyota, Amazon, Spotify, Nationwide.

Not understanding complexity

No traditional metrics

Knowledge work

Not allowing failure

Variable causes and effects

Strong tendency in companies to look for 1) best practice type strategies and solutions 2) Prematurely converging on a solution ignores unknown unknowns.

All large enterprises deal with complexity. Yet many of these companies approach problems deterministically.


0201 Lacking

understanding of complexity

Underestimating change fatigue

Top 10 reasons why Agile fails


0403


Lacking concept to cash thinking

Tampering

05Official Licensed Material © CodeGenesys, LLC@ajrdy [email protected]

Lacking Vision


45

06 Lacking the voice of a real customer

0708 Lacking

balance between principle and practice.

Failure of Traditional Risk Management



0910Lacking

supportive Budget

practices

Lacking Convictional Servant Leadership


Date post:	22-Jan-2017
Category:	Business
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Top 10 reasons why Agile fails and some options by Ajay Reddy - Agile Maine Day 2016

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