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Focusing on Results, Not Agile Approaches

Focus on Business Value


Quarter Century

25 Years Agile2019 marks the 25 year anniversary of Scrum and DSDM. I was involved in the creation of DSDM in 1994 and was an early adopter of Scrum and FDD shortly afterward. Now, having been at this for a quarter of a century I am reflecting on where my journey has taken me compared to others.

I am agnostic about agile. I value the mindset and goals more than approaches that preach a single path. This has had mixed blessings for me. I remain agnostic and impartial, but I have not jumped on any of the approach bandwagons.

I received more training in Scrum by Ken Schwaber in 2002 and offered a training role (before they were called CSTs)  but I have never offered Certified Scrum Master training. I would feel wrong evangelizing the singular view of Scrum as the way, or role of the Scrum Master to spread Scrum. That feels too religious to me.

Don’t get me wrong, I think Scrum is an OK starting place, but I would not recommend only using a Scrum approach - since approaches like Lean, Kanban and FDD have great things to contribute too. Some Scrum practitioners correctly explain that Scrum does not say you cannot add other approaches. In fact, it can be viewed as a deliberately incomplete framework, so organizations have to add their own process to make it successful. Yet this message is undersold as I visit organization after organization that only use Scrum practices with maybe some XP engineering practices. They are missing out on so much more and struggling because of it.

The Scrum community often has a myopic focus blaming implementation struggles on a failure to understand or apply Scrum properly - when maybe something outside of Scrum would better suit the situation.

Likewise, I think SAFe does a great job of packaging and presenting some good ideas for organizations to consider - but its adoption draws too much effort away from developing valuable product. By all means, raid SAFe for valuable content and ideas, but create your own approach with the bare minimum of process. Then continue to ditch that process as soon as it is no longer worth the effort.

 

Take Off

Agile TakeoffIn the 25 years I have been using agile approaches, I have seen companies like LeadingAgile and LitheSpeed form, grow and prosper. They offer Scrum and SAFe training even though they are also agnostic and understand the benefits of various approaches.

I have thought about just sucking it up, drinking the cool aid and offering these courses. I could also explain there is nothing to stop us blending other approaches too. However, then its not really Scrum or SAFe, or whatever I am peddling so it is not a genuine message, which is important for me.

I offer my own training courses in agnostic agile, focussing on the philosophy and tools available for a variety of circumstances. However, like trying to market a healthy, balanced diet, I am first to acknowledge the message lacks the clarity, simplicity or sex-appeal of a single, silver-bullet solution.

People want a “Paleo”, or “South Beach”, or “Atkins”, “Mediterranean”, “Keto”, “Raw”, or “<Whatever>” solution to follow. I can yell, “Stop being lazy sheep and think for yourself”, but the majority of people want recipes and ready-meals, not to learn nutrition and cooking skills.

 

 

Benefits, not Popular Fads / Staying On Track

Staying On TrackThat is OK, I would rather be genuine than popular. I truly believe we are most successful when agnostically taking the most suitable approaches for our circumstances. Then, ruthlessly reviewing, morphing and pruning these approaches as our teams evolve.

We need to focus on the output, the business value, not the process. If wearing purple hats produced better results than agile then I would be all for purple hats and ditching agile. This is one reason I named my company as LeadingAnswers and not a name with the word “Agile” in it. I am focussed on solutions and outcomes, not a single approach. I still believe Agile is our best starting point, but I am always hopeful we will create something better.

As 2019 starts, I am doubling down on my “Yes, and…” commitment. I realize the message lacks the clarity of a single, sexy, (sub-optimal) solution and so it will never be widely adopted. However, my last 25 years has taught me that there are enough people who see the benefit of a balanced, evolving approach.

So, I hope you stick with me as I explore being successful by focussing on delivering business value regardless of approach. I think there is merit in traditional processes in the right circumstances. There are also many underemployed benefits from leadership, emotional intelligence, and industry specific practices that get used in pockets that we could all learn from.

Here’s to another 25 years of delivering the most business value we can through situationally specific approaches.