Writer to Reader

P.: I compare Agile to a pair of socks.
J.: I know, I read your blog.
P: What do you think of it?
J.: I like it. It’s quirky. And it’s based on genuine coaching experience. (Pause) I’ve often thought of writing my own.
P.: That’s a great idea! For years, I didn’t think I had anything unique or worthwhile to blog about. Then I finally decided to share my take on Selfish Programming.

A Blog Reader’s Story

AS A Reader
I WANT to read about other people’s ideas, opinions and experiences
SO THAT I learn new things or re-learn things important to me that I’ve forgotten

Acceptance Criteria

[Y] Is there a steady stream of new posts to keep me reading (at least one per month)?
[Y] Is the information authentic (based on personal experience and perspective)?
[Y] Does the blog give me new ideas?
[Y] Does the blog help me develop my existing ideas?
[Y] Does the blog help me look at my bigger picture?

A Blog Writer’s Story

AS A Blogger
I WANT to share things I’m passionate about in a fun and creative way
SO THAT we become a little more agile every day

Acceptance Criteria

[Y] Does my blog have a clear purpose?
[Y] Do I share information useful to others?
[Y] Do I present the information in an engaging way?
[Y] Is the information authentic (based on personal experience and perspective)?
[Y] Do I have fun blogging?

A Portal to Endless Opportunities

I blog because it:

• Challenges me to think deeply – to question why I’m doing what I’m doing
• Forces me to communicate effectively – in terms of saying what I mean and meaning what I say
• Creates opportunities, such as being invited to present at conferences like Université du SI
• Connects me with other people I would never otherwise meet, learn from and collaborate with

Why do you want to blog? Once you know why, why not create your own blog in under 25 minutes?

‘To some, responsibility is a burden. To others, responsibility is a reward. For many, responsibility means having someone to point to.’

– Christopher Avery

It was great to finally meet Christopher Avery at the Agile Business Conference this Wednesday. His presentation on the Responsibility Model, delivered in person, was every bit as insightful and entertaining as I hoped it would be.

‘Humans are born to learn’

According to Christopher, Responsibility has long been considered as a character trait. Or, depending on your view of the world, a character flaw.

Newsflash: Responsibility is neither a character trait nor flaw. Christopher describes Responsibility as the way you respond to a problem. Responsibility is completely subjective. It’s also a feeling. This is why Responsibility is so difficult to talk about.

For me, the most effective way of thinking about Responsibility is to compare it with Accountability. According to Christopher, delegating Accountability is the first tool of management. It’s a one-sided agreement-making process in which one individual beholdens another regardless of whether or not that individual accepts the responsibility that has been thrust upon them.

Responsibility, on the other hand, empowers an individual by giving each of us the choice to acknowledge then embrace the uncertainty surrounding our lives and to do something about it.

Redefining Responsibility

There are six progressive phases in the Responsibility Model:

1. Denial – ‘Problem? What problem? There’s no problem.’
2. Blame – ‘I don’t have a problem working with you. You seem to have a problem with me. That makes it your problem. ‘
3. Justify – ‘I guess it’s possible that I’ve become insensitive to other people’s feelings and needs. I can’t help it though. After all, I’ve been doing this job for a long time. It’s who I am.’
4. Shame – ‘What have I done? I’m going to look such an idiot in front of the people at work. How am I going to live it down? Why should they help me after the way I’ve behaved?’
5. Obligation – ‘Tell me what you think I should do. I have no choice but to do it (even though I don’t want to). I’ll do whatever you say. It’s only a job after all (no one can expect to do a job they love).’
6. Responsibility – ‘I can wait for them to change but that could take forever. No, it’s up to me. I want to fix the problem. So how am I going to be a better colleague? I know! I’ll listen more. And be more considerate towards others. It’s a start.’

Taboo Who?

Embrace responsibility. Instead of skirting around it, talk about it. Practice moving through the 6 phases of the Responsibility Model. Help each other spot when one of you become stuck in a particular phase. The key to continuous improvement are what Christopher has identified as the Keys of Responsibility.

The Keys of Responsibility

1. Intention – Commit to doing or stop doing something.
2. Awareness – Learn to recognise when you are in each of the 6 phases. Look out for how you feel in each of those phases. Use the feeling to help you recognise which phase you’re in and evaluate why you feel that way you so that you can move onto the next phase towards Responsibility.
3. Confront – Face the truth head on. It’s sounds simple, but it’s not easy. How honest are you with yourself?

Adopting Agile brings out the best in people, it brings out the worst in people. That’s because Agile is a challenge for change: for the individual, for the team and, above all, for the organisation.

For many people, Agile evokes fear. Fear of uncertainty, fear of looking foolish, fear of being held accountable, fear of the problems it uncovers, fear of having to deal with those problems. That’s a lot of fear.

But there’s more. The fear of the consequences if we ignore the problems. And the biggest fear of all: the fear of having to face ourselves.

Perfect is Poison

‘Our Agile process clearly isn’t perfect yet. What we need are lots more iteration zeros to get it right.‘

Perfect doesn’t exist. Perfect is something we aspire to, it’s elusive by design. People use it as an excuse when they’re unable to cope with mistakes, especially their own. Mistakes they made in the Past, mistakes they’re making in the Present, mistakes they’ll continue to make in the Future – if we choose not to change.

Perfect as Procrastination

Wisdom comes from experience. Experience comes from learning. The most valuable learning happens when we make mistakes. That’s where Agile comes in.

Agile is about Continuous Improvement. Agile is about failing early, so that we can learn from our mistakes earlier – instead of waiting for things to be perfect. Before you can fix a problem, you have to first acknowledge it exists. Especially if it’s your fault. Don’t wait for when. Ask others for feedback then change the way you work. Now.

One Agile coach says to another, ‘How do you find the strength to carry on?’

The other coach replies, ‘I believe in “happily ever after“‘.

Going Off the Rails

In my experience, the toughest period on any Agile Enablement gig is the first two iterations. Some have described it as a rollercoaster ride – the corkscrew-space-mountain type where you can’t see where you’re headed because everything’s pitch black, your stomach’s one big writhing ball of worms and you have begun to doubt you’ll survive.

It’s also the roughest of rides because just when you think you’re getting it, you discover there’s more to learn. And then some. It’s harder to go on precisely because you remember the difficult road upon which you’ve just travelled. And your gut tells you that it’s going to get harder before it gets easier.

The Road Less Travelled

Agile is about Continuous Improvement. If you’re truly dedicated to improving, you will demonstrate your commitment by learning new stuff and brushing up on the old stuff. Eventually, the old stuff gets displaced by a re-combination of the old and new and you come up with better ways of working.

‘H’ for Helping Yourself

People new to Agile almost always believe they’re already agile. This is rarely the case. The penny only drops when the first person in the group openly acknowledges that, ‘Hey, it’s not a process problem we face, it’s a matter of mental attitude’. The greatest impediment to Agile adoption is people. It’s you. And me.

‘H’ for Hope

If you’re genuinely agile, you don’t just give up. Why? Because you know there’s always hope. You know being agile demands continuous improvement, so as long as you’re changing yourself for the better, you’re one small step closer to a better and happier work life. You can help make change happen at your organisation. What’s the one small change you can make to yourself today to change things for the better?

If Agile were a food (instead of a project delivery methodology focussed on people and collaboration), it would be Marmite.

Marmite is a savoury black spread made out of yeast extract. Yes, that’s right: extract of yeast. To some it’s taste-bud tingling good while to others it’s more revolting than three-day old roadkill on a hot summer’s day.

A Love-Hate Phenomenon

It’s estimated that around 50% of the entire UK population love it while the other half hate it. Marmite reminds me of Agile precisely because of this polarised reaction to something as simple as extract of yeast. Marmite reminds me of the extreme reactions I get from folks new to Agile who find themselves challenged by the fundamental values of Communication, Simplicity, Feedback, Courage and Respect and what these values really mean in practice.

Processes Don’t Fail

Some individuals say, ‘Agile’s not for me!’ while others say, ‘Agile doesn’t work!’ Then there are those who declare, ‘I can deliver much more on my own!’ To which I would reply:

1. Agile is for the team, not just the individual.
2. Processes don’t fail, people do.
3. If what you do depends on work others have to do before it can be released to Live in order for its value to be realised, how can you measure success solely based on your own endeavour?

Actions Speak Louder Than Words

Agile is much more than just a way of working. It’s about taking responsibility for who you are and what you do, both as an individual and as part of a team. Agile is about putting your team before your ego so that you and your team can move forward together. What value do you place on teamwork? How agile are you really?

Fear of the Unknown

One interesting similarity between being a coach on an Agile Enablement gig and presenting at a conference is this: dealing with an audience who secretly fears the Unknown.

In my experience, there are 3 main groups:

a) Those who ask for help
b) Some too afraid to ask for help
c) Others who think they know it all

Which group do you most identify with? For most people, in an ideal world, change would happen with minimal pain and even less hard work. In fact, many people don’t feel they need to change: ‘Help? Why would I need help? Of course I support Continuous Improvement! Change is for other people though. I don’t need to change.’

These folks make-believe that others need to change, but not them. These folks are usually the ones most resistant to change and this resistance manifests itself, at best, as self-deprecating humour or cynicism and, at worst, as silent sabotage.

The major casualties of such silent sabotages are the individuals themselves. I know this because whenever I resist change I miss out on learning new things and re-learning lessons I’ve forgotten. I end up losing out. I become the largest impediment I have to deal with. But I have a choice. I have the power to remove this seemingly insurmountable impediment by confronting it face-to-face.

Should I stay or should I go?

Occasionally a coachee asks me outright if they’re cut out for Agile projects. They’ve usually taken a bold leap of faith by daring to try to do something different while their colleagues and mates at work look on in wonderment / disbelief / morbid fascination*.

It’s a tough question to answer. As a coach, I’ve learnt the importance of providing feedback that helps people improve instead of criticising or passing judgment. After all, who am I to cast the first stone if I’m not prepared to offer suggestions when asked to help others change for the better? I’ve also learnt that anything that doesn’t increase value leads to more waste. A waste of breath, a waste of time, a waste of human life.

What is potential?

Agile has taught me that everyone has value. Before Agile, I remained sceptical of such a notion. Before Agile, the notion that everyone has value was merely a hollow incantation that, as a manager, I recited and barely believed.

As an Agile Coach I’ve learnt to spot potential. First I had to define potential. Potential for me means a willingness to learn which really means a willingness to change. Most important of all, potential is the willingness to change oneself instead of expecting others to change. After all, we can only change ourselves and lead by example.

Survival of the Fittest

I often hear folks say, ‘This organisation will never be agile’ or ‘Agile only works on certain types of projects – it won’t work on mine’. The reality is this: processes don’t fail, people do. If a process doesn’t work, people can change it. Believing change for the better is impossible is like clinging onto the belief that the world is flat. For as long as a team or organisation can improve, Agile can help you deliver value. So the question we all have to ask ourselves is: what’s my time worth to me? Don’t let it be a waste of breath, a waste of time, a waste of human life.

* Delete as appropriate

I’m in Toronto for Agile 2008 with Pascal Van Cauwenberghe to present two sessions: Mirror, Mirror on the Wall… Why Me? and Les Neuf Cases (known as ‘The Nine Boxes‘). Being away from home is great because it gives me time and distance to reflect on my Agile Enablement gigs both past and present.

Nothing is Impossible

Imagine. You’re a new recruit for the first Agile team in your global organisation. It’s Day 6 of your first ever iteration. The team has been working late for the past couple of evenings. The team believes things can change. The team’s doing their best to deliver.

Team in Action

(The open plan office is empty but for the one team still busy at work.)

Coach: A core Agile principle is sustainable pace.
Team: (Silence)
Coach: Deathmarching isn’t agile.
Developer: (Silence. Then) Everyone outside the team is watching. (Long pause) They want us to fail.
Team: (Stoic silence)

One Ring to Rule Them All

The next day, I speak to the project manager on the team and raise the issue of the pressure the team feels they’re under. ‘There are others in the organisation who want us to fail,’ I say. He remains silent but for a moment then replies with a bold smile, ‘That’s because they’re afraid of what will happen when we succeed.’ We both knew then that success was by no means certain. What we were certain of, however, was that the team would try their hardest to make it a success.

That was a defining moment for everyone on the team. Their stoicism was something so much stronger than an individual’s desire to prove others wrong. This was camaraderie in action, each member united with one another by the weightiest of burdens they were helping to carry. Hope. The hope that things can change for the better.

Hate Something, Change Something, Make Something Better

Over the next few days after my conversation with the team on that fateful summer evening, the team started leaving work on time. They understood that working late was merely hiding problems due to the way teams have always worked in their organisation. They knew that becoming agile meant maintaining a sustainable pace and addressing difficult problems head on instead of working longer hours.

Never Say Never

Fast foward to the end of the three-iteration-long release. The technical lead who reviewed the code delivered described the quality as ‘some of the highest quality code’ he’d ever seen. After four weeks in end-to-end testing, only one defect was found.

It’s a humbling experience to work alongside folks determined to learn and change in spite of being surrounded by a sea of cynicism and resistance. That’s what makes my heart sing as an Agile coach. Do something that makes your heart sing. Today.

‘The best teachers make the best students.’

In my experience, personal agility is rarely tested in a corporate environment. That’s why we need conferences to help us grow. Conferences are an ideal way to learn because they combine theory with practice in an unfamiliar environment. More importantly, they force us to exercise our Agile values: Communication, Simplicity, Feedback, Courage and Respect.

Type 1: International Conferences – Agile 2008

Agile 2008 is a set-based conference with a breadth of topics and renowned speakers such as James Surowiecki, author of The Wisdom of Crowds. Whether you’re a novice or seasoned Agilista there’ll be a great choice of sessions to suit your interests and learning style.

Type 2: European Conferences – XP Days Benelux and XPDay London

The Beneluxian crowd are well-known for their friendliness, inclusivity and innovative approach to session topics, formats and social events. First time speakers are strongly encouraged to submit. The XP Days Benelux Committee prioritises sessions from first time presenters to help grow the Agile Community. What a great idea!

XPDay London will consist of predominantly Open Space sessions this year. It’s a way of injecting innovation into one of the longest running Agile conferences. Watch this space.

Type 3: Technical Conferences – QCon and JAOO

Both QCon and JAOO attract an impressive array of reputable speakers. The majority of sessions are usually in the form of presentations rather than more interactive alternatives such as workshops. Tutorials are available at an extra cost.

Type 4: Conferences in a Foreign Language – Université du SI

Mainstream Agile conferences are becoming multilingual. It’s great news because it increases our sources of learning and appreciation for different cultures. Agile 2008 has an entire track in French this year.

Université du SI is a conference with the most impressive lineup I’ve seen this year to date. Speakers include Neil Armstrong, Bjarne Stroustrup and Eliyahu Goldratt. It’s the conference I’m looking forward to most!

Type 5 – A Random Course or Conference of Your Choice

It’s good to mix things up a bit. Pick a course or conference you wouldn’t normally attend and go. Treat yourself to some real options. Give yourself a chance to learn the unexpected. Most important of all, have fun!

A recent survey shows that birds don’t bother singing in towns and cities because their song cannot be heard. Their country cousins, on the contrary, sing to their hearts’ content even though there are fewer humans around to share their song. What makes your heart sing?

‘The team remains agile after the coach is gone.’

This is my ultimate acceptance test for effective Agile coaching. True Agile Enablement endures.

Whose line is it anyway?

I come across a number of Agile coaches who talk a lot about Agile. Agile is hard because it’s the doing that accompanies the saying that makes a person agile. Nine out of ten coaches I meet are those who live by the mantra of Do-As-I-Say-Not-As-I-Do.

Most important of all, their kind of Agile doesn’t stick. Teams may think they’re agile for the duration of such a coach being onsite, but when the coach is gone, teams are left to make-do and make-believe a fuzzy, undisciplined and/or enforced form of Agile (originally adopted to appease a forceful coach) all on their own.

Give me an example

I recently met Rupert, a charming and personable Agile coach who prides himself on being a doer. He told me that because he was having difficulties with the testers in his client organisation, he had written a code of conduct for the testers so they can work with the rest of the team. A few weeks before that he’d been preoccupied with composing a code of conduct for the business analysts. ‘And these are the rules for developers to follow,’ says Rupert as he proudly points to a flipchart among the numerous flipcharts of commandments that now cover the team wallspace. Eat your heart out Laura Ashley. Forget floral, swallow those words.

Words, words, words

What about Rupert’s team, I found myself wondering with mild anxiety. In my experience, a team has to come up with its own guidelines or manifesto through a collaborative effort. It’s part of the initiation process towards becoming a team. What happens next is the enforcement of the manifesto which should come easily – so long as it originated from the team. Otherwise, the manifesto is yet another group of words with no more meaning than a company’s mission statement, created by a small clique in a galaxy far, far away from the people who deliver business value.

Sock Shop

When coaching, I compare Agile with a pair of socks. The notion of a good pair of socks is likely to vary from person to person. Some prefer pink and others blue while the chaussettes conoisseurs among us might wear Santa socks 365 days of the year. Nonetheless, one thing is certain: we all have a common understanding of what makes a good pair of socks. For instance, most of us would agree that a good pair of socks keeps both our feet warm and dry. Once we understand the purpose of something, it’s easy to distinguish genuine function from fancy form.

Genuine Agile has collaboration built-in to make it last. If you’re living the Agile Values, trust your instinct when it’s telling you your Agile coach is wrong.