Q: Is [insert buzzword framework] the fastest and best way? How do we choose the right Agile approach?
Our clients often ask us some version of this question. There are a few common reasons: someone on the team is familiar with a specific approach, leadership directed a strategy, or someone feels a specific approach drives additional decisions that are hard to change. While some or all of these reasons may resonate, we recommend taking a step back.
The value lies in understanding why Scrum works for one team but not another; why DevOps is implemented at varying levels of success in a portfolio. The approach or process implementation should enable desired outcomes, if desired outcomes are not being achieved, it is time to look at your process.
At the root of all Agile, Lean, and DevOps processes is the ability to quickly gain feedback, learn from users, test assumptions, and iterate. Simply put, the Scientific Method we all learned in Middle School. You may have heard this called Build-Measure-Learn Loop or Col John Boyd’s OODA Loop (Orient, Observe, Decide, Act). Regardless of preference or terminology, all these approaches provide the insight necessary to drive outcomes and adjust quickly.
What matters less is the specific implementation – SAFe, Scrum, XP – and rather the ability to sense and respond. If you cannot learn quickly, you cannot iterate and improve fast enough to respond to our changing environment, whether you work in business or national security.
So how does your team decide which approach will be most beneficial? Start with your context.
Imitation is considered the highest form of flattery, but imitation without understanding does not ensure success. A few years back, the Spotify model of Guilds, Tribes and Squads gained popularity. It wasn’t too long before Silicon Valley and organizations across the globe were shifting. Despite many subsequent articles discouraging adoption and iterations by Spotify (who admits they no longer utilize this model, some even stating they never did), there are still organizations that try. Organizational models and frameworks should be implemented with established goals and outcomes.
Context is defined as characteristics of the organization - the people, current processes, the tools and technology available, etc. If you want to implement a model, you must understand your context. We call this organizational self-awareness.
Here are some questions to consider as you are thinking about your particular context:
- Is the team organic (permanent) or outsourced (contracted support)?
- What are the skills and technical expertise of the individual team members?
- What current processes are in place? What works well? What doesn’t?
- What tools are available?
- What degree of choice exists for incorporating additional technology?
- How long is the current feedback loop with users?
This is your foundation. Identify and understand the criteria that make up your unique context and then decide which approach you to take.
If you would like to submit questions for a future blog post, please email info@growsagely.com
