Period With Mucusy Discharge

introduction of agile processes

"How to become agile?" is the question at the entlanghangelt, Jutta Eckstein in their talk. Interesting question, but because the introduction is always a difficult process. By the way: Change is always a difficult Process, why should the change go to an agile approach that is easier. According to the "classical" distinction between bottom-up and top-down (you mean "guerilla tactics" and "command and control", but the terms are bit too warlike) stated Jutta Eckstein, and know that ideally all in the same direction - management , customer, developer ... Well, when that happens in real life yet? In any event, not mine. But that's what it's all Jutta Eckstein. How to perform agile approach nevertheless a success?

following points are therefore important:

In a series of retrospectives we first had to collect the experiences of past projects or the current project. The statement Jutta Eckstein is that as a result of this reflection on one's own actions and the desired action is usually somewhat agile show.

Readiness / create enabling workshops - usually with the decision, less with developers - understanding and lay the foundation for further action. Important questions are "What do we do that?", "What is easy to implement?", "What is really difficult?" and "What is impossible?". Sure, out comes the decision whether to proceed at all agile and can do what you have may still.

If you have the decision, then you can get started. Here, the consultant comes through - sell, sell, sell. At least here you can sell training. But what to do to get started? Training and coaching should simply accompany the first steps here, so just look at the first iterations, etc. At the same time you need a plan, like Jutta Eckstein puts it, "Passionate change agent, ie an individual that is passionate about the introduction of agility. I feel addressed.

Unfortunately, Jutta Eckstein not (directly) to one, how to bring the team to take over the course of the trial to more and more responsibility on their own. She says only that the success of the introduction of three roles depends entscheident: The project lead, the passionate change agent and the technical leader. In order to have

lasting success, you must create a balance between "beginners" on one side and "agile" on the other side. Just go with the recipe for beginners, even if it is against the agility really. Naturally recurring retrospectives are helpful to reflect on their own experiences and to adapt the process to your needs. Really helpful, it is natural if the Passionate rubs off in the course of the project on the other team members.

We are through with this talk. Now when I do a retrospective of times, I just hope that this was only the first iteration in the project "Agile Day", because so far came through for me no-new insights. The real sticking points has Jutta Eckstein - also slowed down by the shortness of the time - be silent. For me, the sticking points in this field, namely the support of the agile process with the developers on the one side (the process of change is usually still extremely dependent on individual persons) and the other involved in a project on the other. In particular, sales, employees and controlling Plaung I see an interesting factors: Vertieb thinks it can sell agile approach worse than a fixed price project. For the Mitarbeitereinsatzplaung it is necessary not only accurate, "estimates" leave - which of course no one recognizes as estimates, but that's another issue - the people actually tend to make not only this (agile) project, but also other projects, and so on and so forth.
The controlling nature are very difficult to deal with agility - how can you measure such as the POC for something that just by definition, is never finished, but is constantly in a process of change.

I hope the day is clear a few of these issues. The title sounds interesting.