I’m going to make a bit of a radical proposal here. I propose that we add the following to the Agile Manifesto:
We value interpersonal skills over technical knowledge
I’m not really proposing that we change the manifesto. I’m also not stating that technical knowledge is not extremely important. Remember that the Agile Manifesto states that we value the things on the left more than the right, but we still value the things on the right. I’m just making a point that I think a lot of organizations miss that affects their ability to really get the most out of Agile and Scrum.
One of the most common myths about Agile and Scrum is that it’s something that only affects the developers. People, in particular executives and directors, believe that undertaking an Agile transformation means project teams change the way they work together and the rest of the organization just reaps the benefits. While this may be true in the short term, it’s often leadership and management that have to make the biggest changes for Scrum to be successful.
I was inspired to write this post after a chat with a friend who works in an organization that has been using Scrum for a few years. He told me that it didn’t take long for the weaker leaders to struggle as the organization adopted Scrum. He also said that the changes to how teams worked and were led created natural leaders who stepped forward and took the reins, sometimes even people no one expected.
I’m going to explain this with a rather facile example. Continue reading
(Originally posted here December 2, 2011)
I started re-reading Agile Project Management with Scrum by Ken Schwaber a few days ago, after not having looked at it in far too long. I was struck by the similarities between Schwaber’s view on the complexities of software development and the concepts of Complex Systems Theory I recently read while helping someone do research for a paper. I have to think that Schwaber and the other founders of Scrum were at least partly inspired by it.
Complex Systems Theory is, not surprisingly, difficult to describe in a nutshell. Continue reading