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Re: [XP] The Whole Enchilada

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  • Chris Wheeler
    ... ... with absolutely no tale to go along with it. Tell me stories about conversations you ve had with execs, managers, programmers, at companies that were
    Message 1 of 87 , Feb 1, 2009
      On Sun, Feb 1, 2009 at 4:54 PM, John Roth <JohnRoth1@...> wrote:

      > Chris, are you not paying attention?

      Ya. I keep hearing general statements like:

      > The reason that Scrum is failing all over the place
      > ought to be obvious, ...
      > It's the lack of a focus on team process improvement.


      > If you treat Scrum, or XP, or God knows what else
      > like a silver bullet, it's going to fail. And that's what
      > we're seeing.

      ... with absolutely no tale to go along with it. Tell me stories about
      conversations you've had with execs, managers, programmers, at companies
      that were failing. Don't give me lectures about the importance of process
      improvement, tell me how a specific team didn't 'do it right'. Give me the
      results of you Readiness Assessments (I mean, there must be some useful
      stuff in there, right?)

      Improvement happens in the details.


      [Non-text portions of this message have been removed]
    • Brad Appleton
      Thanks Charlie for the thoughts and advice!
      Message 87 of 87 , Feb 7, 2009
        Thanks Charlie for the thoughts and advice!

        Charlie Poole wrote:
        > You have to be careful there. Usually, coaches are people who
        > have been successful with teams in the past. So they have lots
        > of skills and ways of doing things learned in the past. The
        > major thing a new coach needs - what I needed to develop
        > when I first started - is a sense of humility. You don't know
        > what a given team (one you aren't part of) should do.
        > IME, this is the hardest part of being a coach, and it's
        > even harder for coaches who have some standing in the
        > organization, since they have to bend over backwards to
        > avoid the appearance of setting rules.
        >> The change-team also (with input from the practicing agile coaches &
        >> engineers) provides the mechanism to help identify projects
        >> that are good candidates to be agile, and the
        >> sponsorship/advocacy to approach their management and discuss
        >> if they'd be open to it and what the benefits (and
        >> consequences) are. We're actually having some pretty good
        >> successes there.
        > Here, I'd say the risk is beginning to think of agile as
        > one Way of doing things - not that you're thinking that
        > way, but I've seen internal groups like this move from
        > encouragement to standardization a time or two.
        >> Getting back to the original topic of this thread, our
        >> "starter kit" has a menu of practices on it. There is a set
        >> that we say are "required in order to be agile" (we say we
        >> think you cant be agile without it -- even tho we dont force
        >> it). There are some that are considered "scaling"
        >> practices (e.g., "Scrum of Scrums", "Joint Retrospectives",
        >> "Feature-Teams") and we say when we believe those are
        >> applicable and should be used. There are some "optional
        >> practices", meaning that they may not be absolutely necessary
        >> for agility, but they really enhance it a lot. (again we dont
        >> force any things, we recommend and provide support and guidance)
        > To be clear, I too think there are some practices you just
        > have to do to be agile. I just don't think you should necessarily
        > give people lists of them. It works much better (for me anyway)
        > to start fresh with each team, work with them and guide them
        > to decide how they will be agile.
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