Apr 07, 2022
In Welcome to the Forum
Agile coaching is an ironic journey. One of the main discoveries you can get on this voyage is that the more experienced you are, the worse the job others generally think you get. For example, you don't seem quite sure about your ability to complete a project "faster and cheaper." This is rather embarrassing because such efficiency is something clients often claim to want, and they can pretty much believe in it. However, you have begun to question the accepted wisdom on which the project model is based. "Agile practices aren't really about getting projects done faster and cheaper", you've started learning, now trying to explain it to other people. "It's more about building the right thing at the right time". The economy can be expected to gain from the reduction in waste, but the operating costs of the project are unlikely to decrease in the short term. You warn that agile development can actually be more expensive, at least initially, because any new practice takes time to get used to. In addition, there may be increased transparency of certain hidden costs, such as technical debt, which may not be compounded at the moment. These aren't always the industry mailing list others want to hear. There is a strong market for sweet lies and simple answers, and by questioning core beliefs, you can easily dig yourself into a hole that, ironically, less successful people avoid. The path of least resistance is to adopt existing cultural values, including beliefs about project models, rather than challenge such assumptions. "In fact," you say as you dig your own grave, "the idea of owning a project may need to be reconsidered. In an agile way of working, we are more concerned with the delivery of products and services, the value of which is empirically proven through validation learning. We There is less interest in the alleged efficiency of temporary work such as projects, the cost of its setup and removal, and other untraceable forms of waste.” Your audience stares blankly at you. “Why”, they said to themselves, “we have junior staff — people with far less impressive backgrounds — who can understand the need to deliver projects faster and cheaper without a problem? Why this sheep head Can't see it? Couldn't he understand the organizational changes needed to try the restructuring he suggested?" "This guy was fine," they shook their heads in frustration, "but he's lost his magic now!" Then again, maybe sarcasm is just an unmapped .