A common question I get during my Agile training courses is what is the difference between Agile Adoption and Agile Transformation. It's a great question. I see five key differences worth talking about.
But first let's agree on our terminology. These are my working definitions for these two terms though I realize that people don't use these two terms consistently.
I met with some of the key internal Agile champions at a client recently and they asked for my help. They were leading the Agile Transformation in their organization and were supporting their teams to improve and mature their practices. Unfortunately, they found that their teams had hit a brick wall and were not progressing.
That brick wall was the executive leadership team. The leadership team said they wanted the benefits of Agile but frequently acted in ways that undercut the agile teams. The attitude of the leadership team seems to be:
Recent studies show that 3 out of 4 Scrum Software Development Teams are distributed, meaning that at least some of the team members are not in the same location. Co-location is one of 12 factors that can contribute to or detract from high-performing teams. This article explores the 12 factors that contribute to high performance when using the Scrum Framework, and then explores how distribution affects those factors.
Last month I wrote about bad Scrum and other abuse of the Scrum Framework. One of the common abuses that I see in organizations using Scrum is that they don't properly use the 3 Scrum roles. To be effective, these three Scrum roles need to be implemented properly and protected. Like bowlers in a bowling alley, we need each of the roles to stay in their lane.
We’ve all seen it - Scrum Gone Bad
I think we have all seen Bad Scrum and misuse of the Scrum Framework. Sometimes Scrum started out good with a solid understanding of Scrum, good leadership, an effective Scrum Master, an engaged and empowered Product Owner and a hopeful and open-minded Dev Team. But then somewhere along the way it went bad. Maybe the leadership changed or changed their mind. Perhaps the skillful Scrum Master left and was replaced by one who was ineffective. The team may have soured or felt like Scrum was used against them.
I recently compiled a list of all the Agile teams I had trained and coached since I began coaching in 2012. Turns out that I have helped nearly 100 teams from 20 companies so far. Wow! Even I had not realized the number was so high.
The teams I trained or coached vary in many ways - technology, industry, company size, and product just to name a few. The culture and diversity of the teams is also all over the board. Some teams were just OK, and some were truly high performing teams. And the team sizes vary quite a bit, from teams as small as four to teams as large as 13.
If you are planning an agile pilot or even a full blown agile transformation, a critical consideration is Agile Training. After all, people need to understand Agile and Scrum in order to do their job effectively. This post will help you to understand the key considerations for planning, what types of training are appropriate for various audiences, how much agile training will costs, and the timing of training.