Agile Failure Patterns in Organizations 2.0

TL;DR: Agile Failure Patterns — Why Agile is Simple and Complex at the Same Time

Agile failure seems to be increasingly more prominent nowadays despite all the efforts undertaken by numerous organization embarking on their journeys to become agile.

The funny thing is: Who would disagree that the four core principles of the Agile Manifesto

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan

— are derived from applying common sense to a challenging problem? Moreover, the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?

Age of Product: Agile Failure Patterns in Organizations

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Speaking Truth to Power — Taking A Stand as an Agile Practitioner

TL;DR: Speaking Truth to Power

Do you need an emergency fund as a change agent—whether you are acting as Scrum Master, Product Owner or agile coach—because conflict is inevitable, but change is not?

In my experience, speaking truth to power, pointing at the emperor’s new clothes and the reality in the trenches, is necessary a trait for every change agent — including Scrum Masters and agile coaches — in organizations that lack strong leadership.

Learn more, how this form of professional honesty can backfire when the incumbents, privileged by the existing system, strike back.

Speaking Truth to Power — When the System Strikes back

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Webinar #4: Agile Failure Patterns 2.0 [Video]

TL;DR: Webinar Agile Failure Patterns 2.0

The fourth Hands-on Agile webinar agile failure patterns 2.0 addressed why ‘agile’ is not the quick fix for dysfunctional organizations.

Hands-on Agile Webinar Agile Failure Patterns 2.0 — May 22nd, 2018

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Why Agile Turns into Micromanagement

TL;DR: Why Agile Turns into Micromanagement

Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one, that embraces experimentation and failure is not in the best interest of everybody. Self-organizing, empowered teams often conflict with the middle management’s drive to execute on personals agendas.

Agile micromanagement: autonomy, mastery and purpose

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Why Engineers Despise Agile

TL;DR: Why Engineers Despise Agile

The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.

Agile Failure Patterns: Why Engineers Despise Agile

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Cargo Cult Agile: The ‘State of Agile’ Checklist for Your Organization

TL;DR: The Cargo Cult Agile Checklist for Download

You want to know the state of agility in your organization? Here we go: Download the checklist, distribute it generously among your colleagues and run a quick poll. It will only take 5 minutes of their time–and then run an analysis on their feedback. If the average number of checkboxes marked is higher than nine, then you are probably practicing cargo cult agile. Consider changing it. Or abandon your agile experiment all together. But don't refer to it as "agile" any longer.

Everyday Failures in Applying Agile

Agile methodologies, like Scrum, have been on the rise across organizations of all kind and sizes for some years by now. Many consultants responded to the increasing demand for agile practitioners, particularly from corporate organizations, with rebranding themselves.

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