There Will Never Be an Agile 2.0…

…for the simple reason there was never an “Agile 1.0.”

Claiming to have crafted “Agile 2.0” would be like publishing the “Declaration of Independence 2.0” or “The Laws of Thermodynamics 2.0.” The Agile Manifesto is foundational. It is a statement of first principles that underpin a mindset from which a mountain of tools, techniques, frameworks, and practices have been created.

As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.Harrington Emerson

As a tool, its utility comes from providing a stable base from which we can clarify complicated problems. Much of the 2.0 stuff I’ve read adds complexity and complication to a simple set of values and principles. In this regard it reflects research that shows people are more likely to add to solutions rather than subtract.

It’s this notion of a stable base that flummoxes people seeking to assign versions to Agile. First principles are often unassuming, their beauty and brilliance is masked by their seemingly simple codification of how things best work. Neither are first principles about absolute truths. First principles can have first principles. The first principles by which I use a wood plane are different from the first principles used by the tool manufacturer when milling the steel for the blade. My first principles of use inherit and extend the manufacture’s first principles of milling steel.

The Agile Manifesto identified elements in software development that are non-reducible. To be clear, there are other first principle elements not included in the Agile Manifesto and the Agile Manifesto doesn’t apply to every conceivable context. Twenty years of experience of applying it’s four values and twelve principles to other areas of business have revealed this to be true. They are not, nor will they ever be, an absolute truth. As our understanding of why they work so well improves, so will the underlying principles. Frankly, I’m impressed they have held up this well this far into the Internet Age. And I certainly don’t expect them to withstand every challenge or be as durable as the Declaration of Independence of the Laws of Thermodynamics.

So when I read someone’s declaration of “Agile 2.0,” the first thing I want to know is if their proposal precedes the first principles established by the Agile Manifesto or are they trying to do something else. So far, it’s always been the something else. There may be some interesting thoughts related to an alternate framework or perhaps a change to common practices, but I’ve yet to see anything revolutionary or even evolutionary.

A second thing I look for: Is the author working to falsify any of the principles and have they done a good job of presenting their argument. Again, this hasn’t happened. Mostly I read a lot of complaints about wording or ambiguity or history or stuff that is little more than efforts to tag the foundation with a personal style of graffiti.

I’ve yet to see Agile’s next evolutionary phase. I hope someday I will.


Image by 은주 송 from Pixabay

Cargo Cults in Management

 

I first read about cargo cults in Richard Feynman’s book, “Surely You’re Joking, Mr. Feynman.”

I think the educational and psychological studies I mentioned are examples of what I would like to call cargo cult science. In the South Seas there is a cargo cult of people. During the war they saw airplanes land with lots of good materials, and they want the same thing to happen now. So they’ve arranged to imitate things like runways, to put fires along the sides of the runways, to make a wooden hut for a man to sit in, with two wooden pieces on his head like headphones and bars of bamboo sticking out like antennas–he’s the controller–and they wait for the airplanes to land. They’re doing everything right. The form is perfect. It looks exactly the way it looked before. But it doesn’t work. No airplanes land. So I call these things cargo cult science, because they follow all the apparent precepts and forms of scientific investigation, but they’re missing something essential, because the planes don’t land. (p. 310-311)

I was a newly minted biochemist and Feynman’s unique perspective had a significant impact on my critical thinking skills. It established a “cargo cult” sensor in my brain. As my career developed and branched out into other areas of interest, the ubiquity of cargo cult thinking became apparent.

In the work place, “cargo cult” thinking may not necessarily be a bad thing. As a tool, it can be used as an “as if” frame for working out the solution to complex problems or gaining insight into black boxes. By assembling all the known and visible elements and arranging them to match the form as best as possible its easier to see what’s missing.

If an executive’s minions are behaving in a way that reflects his or her approach to management, is that a good thing? Here is where business leaders get into trouble. Are the executive’s minions imitating or implementing?

Less common, executives attempt to adopt practices that are successful at the knowledge worker level. About a decade ago I had worked to implement an Agile software development process with a small and highly capable development team. It was a daunting task: completely re-architect and develop a poorly coded application while supporting the old application. (In 30 years, this was the first and only time I recommended a complete redesign and rewrite of a major application.) Of course, we started each morning with a “daily scrum” meeting – sometimes called a “daily stand-up” – before the team set off to immerse themselves in code. These are very quick (15 minutes or less) meetings where everyone literally stands up for the duration of the meeting. The idea is that by standing, attendees are less likely to drone on about trivial matters or issues that do not require the entire team’s input. Complicated issues are quickly identified and scheduled for more detailed meetings, if necessary.

Six months into the project it was very clear our approach was working and insofar as the coding effort was concerned, we would be successful. The senior executive to this effort seemed impressed and decided to switch to a “stand-up” meeting format for the executive team meetings. They were “stand-up” meetings in name only. Rather than a once a week meeting that virtually always extended way beyond the originally scheduled 60 minutes, I now had to attend daily meetings that went on for 45-60 minutes during which nobody stood.

There were other issues with implementing the executive team scrum meetings. The senior executive did a poor job of modeling the behavior he sought and there was very little control over the clock. Developers are smart people and they notice things like this even though they are not directly participating. Among those being managed, it does little to inspire confidence in the management staff.

Nonetheless, I like the idea of applying Agile methodologies to management meetings. After action reports, as used by the military, would also help. There is also a place for storyboards and retrospectives. But implementing these and other elements would require a significant learning effort on the part of the management team. Not because the methods are difficult to understand, but because the MBA mindset of many management teams would have to loosen up a bit for the requisite unlearning to become possible.

Rethinking the idea of “management” in the context of Agile principles and practices blends quite nicely with many of the things I’ve learned around the idea of “Management as a Service.”

References

Feynman, R. P. (1985). “Surely you’re joking, Mr. Feynman!”: Adventures of a curious character. New York, NY: Bantam Books.


Image by Free-Photos from Pixabay