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• Why the IT-department is the wrong place to start with "agile"

• 
  Hans-Peter Korn    Utente Premium   Moderatore gruppo

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  Why the IT-department is the wrong place to start with "agile"

  Tom Gilb & Kai Gilb published a series of blogs covering some important misunderstandings of "agile".
  
  One of them is:
  7 truths about Agile and Scrum that people don't want to hear. Part 1 of 7 Wrong Focus!
  http://gilb.com/blogpost112-7-truths-about-Agile-and-Scrum-t...
  
  This is in line with my impression, that (e.g.) Scrum should not be in first instance driven by the IT but by the product management and marketing.
  
  The benefit of "agile" is, to have a reasonable process to handle projects in a very complex environment.
  And "complex" (following Dave Snowden´s Cynefin framework) means:
  The relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
  In contrast to:
  Simple: The relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice.
  Complicated: The relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
  
  So, typical for a "complex" situation is the behaviour of a product in the market: "The relationship between cause and effect can not be perceived in advance, the approach is to Probe - Sense - Respond", which is not in line with the "gated PEP" (Produkt Entwicklungs Prozess).
  
  BUT: For an IT-system, which is designed and build in a professional way, we wouldn't´t agree to say, that for the functions of this IT-system the relationship between cause and effect can not be perceived in advance.
  We would say: "The relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond"
  
  And for such systems there is no reason to develop them "agile" (Probe - Sense - Respond, we can sense emergent practice). The approach: "Sense - Analyze - Respond , we can apply good practice" is more appropriate.
  
  SO:
  A key issue of "agile" is, that it MUST be driven by the REAL product management and marketing guys, not by "Proxy PO´s" from the IT-department.
  
  Best regards, Hans-Peter
  
  • 10/03/2011, 15:42
  Hans-Peter Korn ha scritto: > Tom Gilb & Kai Gilb published a series of blogs covering some > important misunderstandings of "agile". > > One of them is: > 7 truths about Agile and Scrum that people don't want to hear. Part 1 > of 7 Wrong Focus! > http://gilb.com/blogpost112-7-truths-about-Agile-and-Scrum-that-people-don-t-want-to-hear-Part-1-of-7-Wrong-Focus- > > This is in line with my impression, that (e.g.) Scrum should not be > in first instance driven by the IT but by the product management and > marketing. > > The benefit of "agile" is, to have a reasonable process to handle > projects in a very complex environment. > And "complex" (following Dave Snowden´s Cynefin framework) means: > The relationship between cause and effect can only be perceived in > retrospect, but not in advance, the approach is to Probe - Sense - > Respond and we can sense emergent practice. > In contrast to: > Simple: The relationship between cause and effect is obvious to all, > the approach is to Sense - Categorise - Respond and we can apply best > practice. > Complicated: The relationship between cause and effect requires > analysis or some other form of investigation and/or the application > of expert knowledge, the approach is to Sense - Analyze - Respond and > we can apply good practice. > > So, typical for a "complex" situation is the behaviour of a product > in the market: "The relationship between cause and effect can not be > perceived in advance, the approach is to Probe - Sense - Respond", > which is not in line with the "gated PEP" (Produkt Entwicklungs > Prozess). > > BUT: For an IT-system, which is designed and build in a professional > way, we wouldn't´t agree to say, that for the functions of this > IT-system the relationship between cause and effect can not be > perceived in advance. > We would say: "The relationship between cause and effect requires > analysis or some other form of investigation and/or the application > of expert knowledge, the approach is to Sense - Analyze - Respond" > > And for such systems there is no reason to develop them "agile" > (Probe - Sense - Respond, we can sense emergent practice). The > approach: "Sense - Analyze - Respond , we can apply good practice" is > more appropriate. > > SO: > A key issue of "agile" is, that it MUST be driven by the REAL product > management and marketing guys, not by "Proxy PO´s" from the > IT-department. > > Best regards, Hans-Peter
• 
  Dr. Philippe Vallat    Utente Premium   Moderatore gruppo

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  Re: Why the IT-department is the wrong place to start with "agile"

  Hello Hanspeter
  
  goes pretty in line with Doug Decarlo's "eXtreme project management"
  
  http://dougdecarlo.com/
  
  Regards
  
  • 11/03/2011, 09:16
  Dr. Philippe Vallat ha scritto: > Hello Hanspeter > > goes pretty in line with Doug Decarlo's "eXtreme project management" > > http://dougdecarlo.com/ > > Regards