Thank you for supporting SIPM over the years, thank you for being kind. I wish you Happy Holiday Season.
I will see you next year :)
Examples:Individuals working long hours compensate by not exercising or spending less time on family matters. “This is very important TPS report, I will take my evening walk tomorrow”.Teams support low-performing members by everyone else doing a bit extra or tolerating dysfunctional behavior and nobody says anything about it.Organizations ask for thorough cost-benefit analysis or business case to justify change initiative. Instead of assessing where we are at and where we need to be, organizations ask for proven case-studies and success stories before they consider changing.
Example:After reading newspaper article on impact of stress, a workaholic blames their partner for not supporting their career goals.After attending an agile conference, team-members acknowledge importance of cross-functional work and demand full management support before they are willing to try pair programming.Organizational leadership takes note of stealth agile implementations and appreciates their success. As a result, mandates organizational agile transformation by a fixed future date.
Example:Faced with intervention from their child, who is upset at not seeing parents at his favorite school play may tip a family into reevaluating their work life balance priorities or hire a very expensive nanny.Teams attempting scrum, may discard it and switch to kanban or vice-versa. They may continue to chase the next big agile thing like devOps or server-less in endless pursuit of a quick silver bullet. They may end up blaming organizational culture and continue to operate worse than before.At the all hands meet (AMA), CEO’s declaration of Agile transformation initiative to be completed by end of fiscal year was received with muted murmurs and extended break room conversations that impacted overall effectiveness. Many managers reported to executive committee that Agile is not working and we should revert to the way things were before.
Example:Parents decide to set clear boundaries at their work place so their colleagues are respectful of their family time. This helps them to find time for physical exercise, and taking care of their family.Team members recognize that they have been too insular and decide to get help from ‘coaches’ (internal or external).After six months into Agile initiative, executive committee convenes an off-site where under guidance from expert facilitator they are able to discuss real issues, build upon each other’s ideas and agree to run focused controlled change ‘experiments’ instead of asking people to fall into line with the ‘big-picture’ Agile scaling framework.
Example:With new found family time, they impulsively adopt a puppy. Excitement around new member in the family is mixed with feeling of anxiety around lack of attention to work and growing needs of family dog.Team members identify many new ideas in initial sprint retrospectives and after a few sprints find that most of the actions items from previous retrospectives are repeating themselves. They are struggling to find time to implement most of their action items in light of higher delivery expectations (now that they are agile). They think retrospectives are a waste of time.While the energy and excitement within organization is palpable, the executive committee is not seeing improvement in its traditional productivity measures. So they decide to intervene by asking for company wide rollout of Agile life cycle management tool. This will help them to get accurate data, because clearly this much fun (and engagement) is not justifiable if we are not able to quantify.