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We all have the tendency to look at other cultures through the lens of our own. In my experience working and teaching across cultures, I’ve noticed one important area where this frequently causes conflicts: deadlines. Western cultures tend to view time as linear , with a definitive beginning and end. Pamela Hinds.
When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. That creates distrust and an anti-agile culture. And all those ways require we change the culture from that of resource-efficiency thinking to flow-efficiency thinking. That's a cultural change.
” For years, I explained that the more often the team or program could demo, the more the project or program could engage its stakeholders. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.) The more frequently you can demo, the more your partners can trust you to deliver something.
Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture. Individual work does not encourage flow efficiency thinking. That's because, in an agile culture, the team members can each exert their leadership so they can succeed as a “ harmonic whole.”
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. What about those cultural changes? Where the organization rewards resource efficiency, not flow efficiency.)
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. This can work well if you demo something at least monthly once you start writing code and tests. That's fine.
After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. Organizational culture.
See the Flow Efficiency series.) Here are some examples: Demos, even of partially working product. It might not be a customer-worthy demo, but it's a demo of a sort.). See Three Collaboration Secrets to Create Your Agile Culture.) Successful software product development is about how well the team learns together.
Because the “teams” couldn't deliver something small, they didn't demo very often. Over months, they stopped demoing anything. Because no one saw any demos, management couldn't trust the teams to deliver. Then, the managers asked the teams to demo something every week instead of measuring schedule variance.
This post is about what you can do to create an agile culture, regardless of where you are in the organization. BTW: One more thing about an agile culture: Many of the people I spoke with at the conference are convinced they need to “scale.” And, they change the culture to one that supports agile approaches.
Not only does each team have all the skills and capabilities it needs, but the product line has all the skills and capabilities it needs to manage the culture. Product lines use flow efficiency thinking. Instead, the projects used a staged-delivery life cycle , an incremental approach with cross-functional teams and monthly demos.
This team started off with a serial lifecycle, so they didn't even plan to have a demo until about September or so. I chose to add more testers and writers and increase the team's collaboration so we could see a monthly demo. Now, the tester was 6 months behind. At the time, I did not realize I reduced the WIP.
See the Flow Efficiency series.) Here are some examples: Demos, even of partially working product. It might not be a customer-worthy demo, but it's a demo of a sort.). See Three Collaboration Secrets to Create Your Agile Culture.) Successful software product development is about how well the team learns together.
Because your context is unique to you, your team, project, product, and culture. And, with any luck, nudges the culture in a good direction for your team, project, and product. Why Do You Want an Agile Culture for Your Product? Notice I said the culture is for this particular product. What do you need?
Demo inside the organization. But they learn as they: Prototype and ask for feedback. Conjecture about an architecture or an algorithm, and test their theories. Build, as in compile, and create a usable version. Release outside the building for customer feedback. Other people think all we do is type and build.
Some of the dysfunction was due to the culture, which discouraged collaboration. The previous manager had focused on resource efficiency, not flow efficiency , so everyone had “their” own work. That's when the culture of experience spat in my face. Then, senior management offered kudos when we showed a demo.
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