Nothing sucks worse than a company touting itself as "Agile" while failing to adhere to Agile philosophy. It's easy to spot - just pick any leader from your organization and ask them to recite one of the core values of the Agile Manifesto.
Yeah, sure, let me just go grab the CEO and put him on the spot. That'll work wonders for my career.
Good point. That's not exactly the smartest political move in the book. Besides, there's a far easier way to tell, especially if you're on the receiving end of task- or project-requests. Simply pop that email open and scan for the tell-tale signs of a fake Agile mentality: everything is framed around time.
Any of these ring a bell?
"We really need this review quickly."
"Any chance you can push this out today?"
"The team is looking to have this all wrapped up by next Wednesday."
So much for the sprint, right? But even if you're using Kanban instead of Scrum (ostensibly allowing for tasks to constantly flow in), you still aren't plugging these tasks into a Gantt chart...so why would these folks think you could commit to a date?
Because no matter what stage Agile has (or hasn't) yet been embraced by your organization, there is still a department somewhere that doesn't feel like it applies to them. They get special treatment. Their leadership still dictates dates, and that urgency bleeds over to your team when it comes time to ask for your help.
The solution is very simple:
Yeah, sure, let me just go grab the CEO and put him on the spot. That'll work wonders for my career.
Good point. That's not exactly the smartest political move in the book. Besides, there's a far easier way to tell, especially if you're on the receiving end of task- or project-requests. Simply pop that email open and scan for the tell-tale signs of a fake Agile mentality: everything is framed around time.
Any of these ring a bell?
"We really need this review quickly."
"Any chance you can push this out today?"
"The team is looking to have this all wrapped up by next Wednesday."
So much for the sprint, right? But even if you're using Kanban instead of Scrum (ostensibly allowing for tasks to constantly flow in), you still aren't plugging these tasks into a Gantt chart...so why would these folks think you could commit to a date?
Because no matter what stage Agile has (or hasn't) yet been embraced by your organization, there is still a department somewhere that doesn't feel like it applies to them. They get special treatment. Their leadership still dictates dates, and that urgency bleeds over to your team when it comes time to ask for your help.
The solution is very simple:
- When drafting a user story / kanban task based on this request, strip any / all references to time - keep the details of the request front-and-center.
- Tell the customer their request is in the queue and will be examined in the next sprint (if Scrum), or will be delivered per your SLO (if Kanban), based on your cumulative flow diagram's estimates.
If / when the discussion turns to delivery dates (and not being able to meet them), remind them:
- You'd be happy to discuss your team's allocation in further detail...where you will make it painfully clear where the constraints lie, and
- The constraints are necessary, as your team has committed to being Agile, per the company's guidance.
You'll get push back. You'll get folks that consistently inject time-based expectations into their requests. You'll even see the dreaded "I'm CCing my manager as an additional strong arm" tactic.
Stick to your guns.
If there's one complaint most naysayers receive about Agile failing them is "oh well you didn't do Agile correctly." Understandably, this criticism lacks a nuanced perspective of the larger picture -- that very often, other parts of your org fail to embrace it (or are unsure of how to).
So. Set the stage. Lead by example. If Scrum, then Scrum...and if Kanban, then Kanban! And be sure to communicate those constraints back...even if you sound like a broken record.
Yes. You're right. They should know this stuff already. But something...just out of your reach...is getting in the way of that. So the best thing you can do is adhere and be firm. With time, they'll get it and adopt (or give up)...but at least you'll be able to state the company gave you the plan (Agile)...and you followed it.