AGILE ? SCRUM

With the quick pace of change today, agility is a topic that comes up often. Over the years, many organizations have invested in ‘becoming more Agile.’ However,  various professionals (including developers, Product Managers, and Product Owners) often encounter challenges when implementing Agile methodologies.

While Scrum is one of the most popular frameworks, it can lead to frustration when teams struggle to adhere to its rituals. The hardest part is discipline in the long run: discipline for the Product Owner to prioritize the requirements, discipline for the whole team to maintain a sustainable pace and to generate continuous value.

What can go wrong?

Consider This Case

Here’s the most frequent scenario I’ve seen: Scrum requires teams to agree on a set of requirements and commit to implementing them for at least one sprint. Suppose the Product Owner is not solely responsible for product direction and needs approval from others, while also juggling multiple projects. In that case, it becomes challenging to provide the development team with a consistent flow of work.

As a result, the development team will try to fulfill this missing role: they will refine the requirements and improve the technical aspects. But I don't think they can fulfill the missing 100% Product Owner role in the long run.

What can be done?

The person responsible for the project should pay attention to this type of mismatch between the by-the-book methodology and reality, and adapt accordingly. If how it should be and how it actually is are too far apart, then something needs to be changed.

Communication plays a major role in these types of situations: how the person in charge of the project builds up relationships, how s/he is able to create a safe environment in order to discuss openly about the situation and find solutions.

Addressing Common Misconceptions

Agile and Scrum are one and the same.

This misunderstanding can lead to frustration when Scrum rituals fail to fit a team’s unique context. Recognizing the diversity within Agile methodologies can empower teams to find the right approach for their specific challenges.

Agile is a mindset that prioritizes values and principles over rigid processes. By understanding that Scrum is just one framework within the broader Agile philosophy, teams can explore other methodologies that may better suit their needs.

Agile methodologies can fix it all.

I met people in the past years who treated Agile as a universal pill. But rest assured: it isn’t.

Agile methodologies cannot fix the fact that the person responsible for defining requirements is not fulfilling this role promptly.

It cannot cover the fact that approvals from multiple stakeholders are not coming in a timely manner.

It cannot substitute for missing technical expertise in the team.

It cannot fix the fact that some people interpret agility as being able to change the requirements at any time, while having the same cost and delivery dates from the beginning of the project.

Understanding the Power of Responsibility

The person in charge of the project, whether a Project Manager or a Scrum Master, holds significant power, and with that power comes great responsibility. You are entrusted with the project's success from start to finish. Everyone relies on you to nurture this new "baby," whether it's a service, application, or software, ensuring it can thrive independently after its launch (the Go Live phase).

Your role is to oversee the project's development. To continue with the ‘’baby’’ analogy, think of a mother who creates a nurturing home environment: she establishes safety, builds trusting relationships, maintains a balanced approach, and exercises discipline and patience. This fosters a smooth and natural growth. Similarly, as a Project Manager or Scrum Master, your focus should be on cultivating these conditions within the project environment.

Challenges may arise over time. You might find yourself avoiding difficult conversations about changes in scope, estimates, budgets, or team structure. These avoidance behaviors can be traps. Your role requires you to address these issues openly and guard the integrity of the project plan.

As the guardian of the project's "household," it's essential that you inform everyone and agree on the path forward.

Key Benefits of Agile Methodologies

If the person responsible for the project chooses an Agile methodology, then this comes packed with understanding and respecting Agile core values and benefits. This implies changing the mindset, not only the process.

Agile is not for everyone. But those who choose it are definitely in the pole position.

Agile methodologies offer several key benefits that can significantly enhance team performance and project outcomes:

• Transparency: Just as transparency is crucial for effective IT consulting, it is a fundamental Agile principle. Teams should communicate openly with clients, ensuring that everyone is aligned on goals and expectations. This transparency fosters trust and collaboration, allowing for more effective problem-solving and decision-making.
• Inspection and Adaptation: Agile promotes an empirical approach, encouraging teams to learn through trial and error. This principle is particularly valuable in complex domains where requirements may evolve. Regular retrospectives and feedback loops enable teams to inspect their processes and adapt accordingly, leading to continuous improvement.
• Growth Mindset: A growth mindset is essential in complex environments. Teams must be willing to adapt their processes and practices based on feedback and changing circumstances. Embracing a culture of learning and experimentation allows teams to innovate and improve their workflows continuously.

Reflecting on the Core of Agile

In light of the challenges faced in implementing Scrum, return to the drawing board and reassess what aspects of Agile remain valid and helpful. The starting point for this reflection should be the core pillars, values, and principles of Agile methodologies.

The central message of this article is to encourage IT professionals to reflect on these Agile principles rather than dismissing the entire Agile framework simply because Scrum did not work in their specific context. Nowadays, change is the new normal, so having a method of work that embraces said change is mandatory.

Exploring Alternative Agile Frameworks

While Scrum is widely recognized, other Agile frameworks like Kanban and Extreme Programming (XP) offer valuable alternatives that can be more suitable depending on the context and needs of the team.

• Kanban focuses on visualizing work, limiting work in progress, and optimizing flow. By using a Kanban board, teams can see the status of tasks at a glance, which helps in managing priorities and identifying bottlenecks. This approach allows teams to adapt to changing priorities without the constraints of fixed iterations, making it easier to respond to client needs and shifting market demands. Kanban encourages continuous delivery and improvement, which can lead to enhanced productivity and satisfaction among team members.
• Extreme Programming (XP) emphasizes technical excellence and customer satisfaction through practices like pair programming, test-driven development, and continuous integration. XP encourages teams to embrace change and deliver high-quality software rapidly. By fostering close collaboration between developers and clients, XP ensures that the final product aligns closely with customer expectations. This methodology is particularly beneficial in environments where requirements are likely to evolve, as it promotes a culture of adaptability and responsiveness.

Best Practices for Implementation

While specific best practices may vary, teams should consider the following tips when implementing Agile methodologies:

• Discuss Methodologies: Encourage open discussions within teams about the methodologies they are using. This dialogue can help identify areas for improvement and foster a culture of continuous learning. Teams should regularly assess whether their current approach is meeting their needs and be willing to pivot if necessary.
• Engage Clients: Be transparent with clients about the Agile process and the need for their commitment. If additional support is required, don’t hesitate to ask for it. Establishing clear communication channels and setting expectations from the outset can help ensure that everyone is on the same page.

Conclusion

In conclusion, Agile is not limited to Scrum; it is a rich ecosystem of methodologies that can empower teams to deliver value more effectively. By exploring frameworks like Kanban and XP, IT professionals can find the right fit for their unique challenges and goals.

I encourage you to discuss with your teams the methodologies you are currently using. If it is unique, name it.

And remember: Don't be afraid to openly talk with the team about the process and seek their commitment to ensure successful collaboration.

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To learn more about Agile methodologies, check out this link.

About the Authors

Corina Staicu is the Chief Product Officer at eSolutions, where she leads the strategy for B2B digital products. In addition, she is a key member of the consulting experts team, conducting technical audits for companies in various industries. With over 17 years of experience in IT projects and service operations, Corina is an ITIL Expert and Project Management Professional, specializing in business analysis for IT systems, service operations, and project management.