Agile is gaining its ground in small projects but yet to prove its value in bigger projects. When we apply agile in projects quite often we fail to get best out of it. Why? Following are the top 6 reasons as I experienced:
Lack of System Thinking and Contextualization
Agile requires solution oriented mindset in order to arrive at workable product. It depends on team members’ ability and less on processes. In order to be effective in agile, we require a high order thinking of visualization. However quite often people fail because of lack of system thinking; failure to contextualize; and inability to map actions to results.
Difficulty in Moving From “Task Oriented, Process Driven Mindset” To “Solution Oriented, Workable Product Oriented Mindset”
Same boring use of processes with no innovation but full of tasks with time and constraints forced people to focus on productivity, uniformity, and consistency without focusing on workable products. Focus on measurements, thinking on completion of work with no end in mind, lacking pride and no knowledge on value of their contributions in the final product prove to be disastrous.
This is all because of the fact that traditionally all of us are “conditioned” to “analytical and process oriented mindset”.
However agile requires design thinking; continuous adjustments to “get away from ego attached to ones ideas” to “open mindedness to others ideas” and self alignment; acceptance to take calculated risks and getting away from “safety and security” towards “risking of chance taking” and “courage to shed-off some things for possible superior”, difficulties in ensuring; possibility thinking, probability thinking, practicality thinking; and open for ideas, never be judgemental, encouraging attempt for better solution.
Complexity in Ensuring Seamless Communication Among Agile Team Members
As we become more and more experienced, we start depending on more on our scripted rules of engagement driven by our experience to solve problem and get the product. Agile requires breaking these rules of experiment and exploration for better solution. However, higher the experience more is the ‘self ego’. Overcoming “self ego” is tough. Also, people are hesitant to experiment because of traditional HR Practices and fear of appraisals hamper seamless communication. In addition “Ethnography” also acts as a major constraints. Because of this “brainstorming” may gradually end-up into “boring meetings” that are run on a “traditional problem solving approach”.
Scaling Up Agile To Large Projects Is Not Very Effective
Agile demands smaller teams. Team productivity is always high when team size is 5 to 7. Large project usually have larger teams and larger scope, hence strategic team structure and aligning to goal is very difficult; and also team complexity and project complexity will have direct implications on workable product delivery.
Confidence Level of Delivering the Best within A Given Effort Is Uncertain
Agile aims at workable product. However agile does not guarantee on-time delivery and does not guarantee effective effort-usage.
Decay In Agile Culture As Team Progresses in Project
As agile project progresses teams will fall back to traditional thinking and process oriented process-culture. Especially daily stand up meetings become routine meetings with no value. Failure to use ‘psychology’ results in in-effective results
I look forward for your views. Please send to firstname.lastname@example.org.
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