Every time I go to speak at the conference, I can see the same pattern repeating, over and over again. When I ask the audience to raise their hands if their companies are Agile, it’s rare for anyone not to do so. Apparently, working this way became a new standard.
It is a good thing, without a doubt.
There’s a caveat, though. When I do some consulting projects with the very same companies, I see an odd dichotomy. They have Agile on their banners, their people pride with medieval-style job names, and almost everybody around has some sort of relevant certification listed in their LinkedIn profile. At the same time, these companies can hardly experience any tangible business outcomes out of Agile, even though they often invest considerate effort and money to get there.
Now, that makes no sense.
In this short e-book, I share my view on why that happens and give you specific tools to improve the situation.
Read it and make Agile great again!
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Darmowy fragment publikacji:
Failed Agile Transformations
Version 1.0
Copyright © 2018 by Lukasz Olczyk.
All rights reserved. No part of this book may be used or
reproduced in any manner whatsoever without written
permission except in the case of brief quotations embodied in
critical articles, reviews, or presentations.
For information contact:
lukaszolczyk.com
lukasz@leanbusiness.pl
Acknowledgements
Writing this book would’ve been impossible without
invaluable support, assistance, and inspiration of many
individuals and organizations, including:
Simon Carty, Halina Tańska-Bednarczyk, Adrian Lander,
Beata Fil, Andrei Gordienkov, Katarzyna Pieter, Agnostic
Agile, Agile Austria, Agile Portugal, and all of my clients.
Thank you.
Foreword
This book is intended to be as short and specific as possible.
Obviously, this goal made it much harder for me to write it.
Having read dozens of books that could be summed up on a
single page, I strongly believe we should invest our time
wisely. The environmental impact – if someone decides to
print it – is important as well.
I assume my readers have some understanding of how their
own – or typical – business works and have some insight into
Agile concepts. If it’s not the case for you – that might be
even better. Once you get to learn these things, you will look
at them from different perspective.
I hope this short piece will inspire you to look at your
business, team, even yourself from another angle. The rules
are universal and can be applied to every single creative
endeavor.
Have fun!
Lukasz Olczyk
Introduction
Every time I go to speak at the conference, I can see the same
pattern repeating, over and over again. When I ask the
audience to raise their hands if their companies are Agile, it’s
rare for anyone not to do so. Apparently, working this way
became a new standard.
It is a good thing, without a doubt.
There’s a caveat, though. When I do some consulting projects
with the very same companies, I see an odd dichotomy. They
have Agile on their banners, their people pride with medieval-
style job names, and almost everybody around has some sort
of relevant certification listed in their LinkedIn profile. At the
same time, these companies often work in strikingly inefficient
way, balancing on the edge of stereotypic corporate stupidity.
They can hardly see any tangible business outcomes out of
Agile, even though they often invest considerate effort and
money to get there.
Now, that makes no sense.
How could that happen? How can it be, that lightweight and
reasonable approach turns into yet another monstrous
combination of processes? After all, they did transform to
Agile, so it should all be better now, right?
Wrong.
Lightweight turns into sumo, as their successful
transformations hide a huge blob of FAT within:
Failed Agile Transformation.
In this short e-book, I’ll share my view on the issue and give
you some tools to make it better. Everything is based on
professional experience of mine and a few of my esteemed
colleagues. I am not the oracle of ancients, I’m just making
world better, step by step.
Contents
The book consists of three parts.
Getting FAT
First, I’ll explain why things go that wrong, that often. In most
cases, it’s just lack of perspective, coupled with old habits and
misunderstanding of the big picture. It is exactly how people
get overweight. Small things accumulating over time.
Avoiding FAT
If you’re just starting your Agile adventure, you might want to
make it better from the start. I will cover how to focus the
transformation, what to really care about, and how to make
sure it makes a difference for the whole company. This part
will be specific and oddly prescriptive – there’s a reason for
that. It’s the actual framework I recommend to my clients.
Trimming FAT
Sometimes you just need to face the music. Given what I
mentioned in the introduction, your Agile implementation
might be subpar. You can live with that and no one can blame
you. After all, that’s the default choice – one actually made by
majority. You can also do something to make it better,
regardless of your position and role. This part will give
specific guidelines of how to burn the FAT down to athletic
lean.
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