As Agile methods become more popular, they risk turning into a pointless fad. Here are my tips for avoiding that trap on your own projects.
Agile is the new black
A friend of mine is a founder at a startup that’s very Agile: weekly iterations, releasing 2-10 times a month, heavy test coverage, and lots of pair programming. He met for coffee with a friend of a friend, an executive in charge of building his company’s first significant piece of software. Part of the conversation went like this:
My friend: So, how are you developing your software?
Executive: We’re doing Agile!
My friend: That’s great! We started out two years ago with a typical Extreme Programming set of practices, but since then we’ve made a number of significant changes, including [list of new and modified practices]. And we’re still continuously improving. How about you?
Executive: We’re doing Agile!
My friend: [Sighs, shakes his head sadly.] Nice weather we’re having, isn’t it?
In my experience, this is becoming more and more common: somebody hears that Agile is what all the cool kids are doing, so they take a very shallow understanding of what that means and run with it. This rarely works out well, and always puts me in mind of somebody who goes to a buffet restaurant and makes a meal out of the desserts. It’s theoretically appealing, but the long-term costs are fearsome.
Fad-proofing your Agile adoption
Agile methods have become popular because there’s real value to them. However, just jumping on the bandwagon won’t do you any good. Take the time to think through what you’re trying to achieve. Do an Agile adoption poorly and people may become cynical enough that you won’t have another chance. Here are 10 things you can do to help:
- Focus on what works – Your team isn’t there to create process or make software. You’re there to deliver sustainable long-term value via software. Use that as your primary ruler to measure success.
- Don’t expect miracles – There are no silver bullets! Agile methods don’t fix your problems for you; they mainly make the problems obvious quickly, so you can solve them yourselves.
- Give yourself room – Thinking that “doing Agile” must be quick and easy, many teams don’t allow enough time to learn how to make the practices work well for them. Allow for an initial productivity hit, one that will get paid back richly down the road.
- Don’t get suckered – Now that “Agile” is a big buzzword, there’s an equally big incentive for consultants and authors to sell you Agile lite, the software process equivalent of cotton candy. Don’t fall for it!
- Don’t just “do Agile” – I’ll tell you a secret: there is no “Agile” that you can do. There is a collection of Agile methods; you can do any one of them. There are a whole host of practices to adopt. But unless you know enough to tell them apart, you don’t know enough to do any of them well.
- Get help from people who have done it – As a coach, I’m probably a little biased, but I think everybody who tries an Agile approach should involve somebody who’s done it before. Whether that’s a key player, a manager, or a coach doesn’t matter much. But it’s hard to learn Agile methods from books, let alone a couple of articles on the web.
- Track and pay down your debt – Part of an Agile adoption is raised standards. That leaves most people with a lot of cleanup to do. Make a list of all your code debt and testing debt, and have a plan for paying it off.
- Push power down – Agile methods do best in a context where teams are given broad latitude to solve problems on their own. Focus on supporting rather than directing your Agile teams.
- Improve continuously – An Agile method isn’t something like a turbocharger that you bolt on once and then use forever. If you aren’t having regular retrospectives and continually improving your process, you’re not Agile.
- Use your ignorance for good – One of the biggest mistakes people make is thinking that even though they’ve never used an Agile approach, they know enough to make big changes to it from day 1. Instead, accept that you’re trying something truly new to you, and act like it.
Have any war stories about the dangers of being fashionably Agile? How about tips on doing it right? I’d love your comments, and other readers would, too.
P.S. Hat tip to my old pal Christopher DeJong for the phrase “Agile is the new black”.