RE: [scrumdevelopment] Re: Aren't we missing something with all the focus on New Products
- Here's another reference for you to track down in your research.There's an audio program called "Lead the Field" by Earl Nightingale (www.nightingaleconant.com). He talks about a CEO who was overwhelmed by his growing company and called in a consultant for help. The consultant said: "Write down everything important you need to do. Now rank the top six in order of importance. Tomorrow, work on item #1 until it is finished. Then move on to #2. Once a week, re-create the list and reprioritize."Sound familiar?Ken
From: Mishkin Berteig [mailto:mishkin-agile@...]
Sent: Thursday, March 24, 2005 11:48 AM
Subject: [scrumdevelopment] Re: Aren't we missing something with all the focus on New Products
I fully agree. Before I encountered Agile, I had a lot of
experience working with volunteer groups in my religious community.
At the same time, I was developing my professional career as a
software "engineer" and then an "architect". At about the same time
that I encountered I was also starting to think about how to bring
my experiences in the volunteer field and professional life together.
Agile and Scrum are currently strongly associated with software
development and as you mention, new product development in
particular. However, there are some very deep underlying themes and
practices that apply universally to any time of creative team work,
and even beyond. The Agile Software Manifesto is a great starting
point, but it is too focused on the _software_ part rather than the
I've recently started working on a paper about this. It isn't ready
for public consumption, but some of the foundational ideas that I'm
working with currently are:
People are Creators
Change is Constant
Perception mediates Reality
These three principles are based on an even more fundamental
Truthfulness is the foundation of all human virtues. (1)
I'm not certain, and I would love some feedback on this, but I think
that these principles are the deep foundation of what it is that we
are doing in the Agile community.
I am currently working with two other excellent coaches and we are
realizing that Lean, Agile, etc. are really just labels for
something much deeper about human and organizational development and
By focusing purely on new product development, the Agile community
is perhaps neglecting a huge fertile forest because we have found
one beautiful tree to concentrate on. For some people, this is
surely appropriate. I would love to see people start to look at
some of the other trees.
One recent experience I have is that I introduced Scrum to a Media
Arts class at a college in Canada. The class was learning about
video documentary and the instructor (my father) was interested in
trying to apply Agile practices to the creation of a documentary.
Now a few months later, they are nearing completion of the project
using iterations, a Scrum Master, etc. The feedback from the class
has been amazing: the students feel that this method has transformed
their understanding about doing work.
My feeling is that we need to move from Agile Software Development
to something greater. Maybe we could simply call it Agile Work.
--- In firstname.lastname@example.org, mike.dwyer1@c... wrote:
> To all:
> Aren't we missing something with all the focus on New Products? We
talk about increments, iterations, and Agility at the micro level
and then seem to be declaring victory at the launch.
> Excuse me, but isn't that the beginning of the true collaboration
between the product owner, the customer and the technical folks?
> We spend a lot of time talking about measurements, money, business
objectives and yet there is so little focus on $.85 of every dollar
spent on a product over its life.
> Lean Manufacturing is, in my experience, getting it better every
time we did it, not just in the pilot or the initial manufacturing
> If I bring anything from 15 years in line manufacturing to the
world of software it is a deep and abidding respect for the
expertise people who do the job day after day, either making the
product better or using the product to get the job done.
> Where are we taking advantage of this wealth of experience and
knowledge? In the next product, the next release or the next time
we do our job?
> If you are asking "Can Scrum, Xp, Agile, do anything with this
knowledge?" The answer is unequicably YES, but we as a community and
a profession just seem to not have it on the radar screen.
> Why is it important? I know that some of us have been trying to
get the word out, but if you are not listening then it is not being
heard. First, empircal evidence shows that 'average IT application
programmers' can make Scrum scream. This alone confirms that Agile
in general and Scrum in particular, is not limited to small, elite,
teams of software developers, but that it is a force multiplier for
any disciplined, competent, professional. Even more important is
the fact that code cowboys and software hacks fail miserably when
they pose as Agilists.
> Second it substaniates the fact that Scrum and Agile are more
than we can explain. Various efforts, mine included are showing
them to be meta-methods and meta-processes as they can work within
entrenched processes and serve to measurably transform the bowels of
an organization from a mushroom factory to a hyperproductive,
customer focused, center that is measurably better than the previous
way work was done.
> I rant, frustrated that the facts as they appear in my work, are
so hard to communicate.
> Mike Dwyer
> "I Keep six faithful serving-men
> Who serve me well and true:
> Their names are What and Where and When
> And How and Why and Who." - Kipling
> -------------- Original message --------------
> > I just heard a presentation about a team at Intuit that recently
> > successful new product. Because team members had previously done
> > releases of the same product year after year, the idea was to
> > mindset so the team adopted the entrepreneurial mindset needed
> > one of a new product.
> > At product gates, the product team had to answer the important
> > management team had at that gate. In between gates, the product
> > designed its own process and its own product. The entire product
> > involved in customer visits and everyone was chartered with
> > customer needs. The product team consisted of all functions
> > bring a new product to market. It was led by a person I will
> > product champion, who was (and remains) responsible for the end-
> > product success, from a technical, business and process
> > This is the way I developed new products, and I don't quite
> > the responsibility for success needs to be divided between
> > business areas. Either the entire product (or business process)
> > success or it isn't, and everyone gets hurt if it isn't, no
matter how much
> > one might try to protect the technical team. Better the team is
> > and led for overall success than dividing this into two separate
> > pretending that it's okay to have technical success but not
> > success.
> > Mary Poppendieck
> > Author of: Lean Software Development
> > www.poppendieck.com
> > 952-934-7998
> > Date: Wed, 23 Mar 2005 11:06:28 -0500
> > From: Marc Hamann
> > Subject: Re: The project manager's Declaration of
> > Does this mean that the team determines what the strategic
> > value(s) should be, and what priority different goals should
> > Marc
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