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Break the Old, Waterfall Habits that Hinder Agile Success:
Drive Rapid Value and Continuous Improvement
When agile teams don’t get immediate results, it’s tempting for them to fall back into old habits that make success even less likely. In Being Agile, Leslie Ekas and Scott Will present eleven powerful techniques for rapidly gaining substantial value from agile, making agile methods stick, and launching a “virtuous circle” of continuous improvement.
Drawing on their experience helping more than 100 teams transition to agile, the authors review its key principles, identify corresponding practices, and offer breakthrough approaches for implementing them. Using their techniques, you can break typical waterfall patterns and go beyond merely “doing agile” to actually thinking and being agile.
Ekas and Will help you clear away silos, improve stakeholder interaction, eliminate waste and waterfall-style inefficiencies, and lead the agile transition far more successfully. Each of their eleven principles can stand on its own: when you combine them, they become even more valuable.
Coverage includes
- Building “whole teams” that cut across silos and work together throughout a product’s lifecycle
- Engaging product stakeholders earlier and far more effectively
- Overcoming inefficient “waterations” and “big batch” waterfall thinking
- Getting past the curse of multi-tasking
- Eliminating dangerous technical and project debt
- Repeatedly deploying “release-ready” software in real user environments
- Delivering what customers really need, not what you think they need
- Fixing the root causes of problems so they don’t recur
- Learning from experience: mastering continuous improvement
- Assessing whether you’re just “doing agile” or actually “being agile”
Being Agile will be indispensable for all software professionals now adopting agile; for coaches, managers, engineers, and team members who want to get more value from it and for students discovering it for the first time.
- Sales Rank: #1734376 in Books
- Published on: 2013-10-31
- Original language: English
- Number of items: 1
- Dimensions: 9.06" h x .46" w x 6.97" l, .78 pounds
- Binding: Paperback
- 224 pages
About the Author
Leslie Ekas has worked in software development for over 20 years as a developer, manager, and agile coach. Her industry experience ranges from a startup, to a mid-sized company, and now IBM. She has led multiple products to market successfully over the years. She has managed teams of all sizes and many disciplines and across broad geographies. Leslie helped start the IBM Software Group Agile Center of Competence after her team’s early success transforming to agile. After coaching for several years, she returned to development to lead the worldwide Rational ClearCase team. In her new job as the Smarter Infrastructure Portfolio Manager, she is helping the business team adopt an agile operational approach.
Scott Will has been with IBM for more than 22 years, the last six as an agile consultant. His experience ranges from providing consulting for small, co-located teams to teams with hundreds of engineers scattered across the world. Previously Scott was a successful programmer, tester, and customer support team lead, and he was in management for years. He is a contributing author to the book Agility and Discipline Made Easy, an IBM Master Inventor with numerous patents, a former Air Force combat pilot, and a graduate of Purdue University with a triple-major in Computer Science, Mathematics, and Numerical Analysis. He also completed his MBA while in the Air Force.
Most helpful customer reviews
2 of 2 people found the following review helpful.
A Practical Look at How Our Agile Team Works
By Loveland Customer
I am a Consultant and have been an Agile Practitioner for 6 years now. I generally work with teams that have limited Agile experience or are completely new to Agile. There are many times within the team, myself included, when we will fall back on the work habits from the Waterfall years. In fact, at every retrospective when we look at areas to improve the next time, they almost always are because of Waterfall habits.
The book is organized in a very consistent manner. Each chapter is a specific topic with a brief description of the topic, the guiding principles of Agile related to the topic, how to put it into practice, how to measure it and gather metrics, how to breakthrough and improve team performance and a summary of the chapter. All eleven topics addressed by the authors are areas where teams can improve. I found the material is straight-forward, concise and the recommendations for improvement are practical and easy to implement.
I especially like the Metrics and the Breakthrough sections in each chapter. The metrics provided simple examples of what to do & how to measure during the sprint. For example, the chapter on multi-tasking is excellent and a real eye-opener. In the metrics section, Scott Will discussed something we all have to deal with: how we manage our email inbox. I am taking his recommendations and implementing them into my daily work routine to improve how I spend my time. I have seen a noticeable time savings already in setting aside times during the day to just read email. Very helpful!
Thanks for this book and all the great ideas! I look forward to putting them into practice over the course of time.
1 of 1 people found the following review helpful.
A short read, full of practical and relevant advice, with absolutely no filler
By T Anderson
There are teams out there attempting to introduce agile practices into their environments that do not go all in. No matter how hard they try, they just never get there. This book breaks down 11 of the biggest issues teams like that have.
After an introduction to the book and the perspective the authors have of agile practices, the book has a full chapter for each of the issues the authors have identified.
Introduction
Chapter 1. Whole Teams
Chapter 2. Active Stakeholder Interaction
Chapter 3. Queuing Theory
Chapter 4. No Multitasking
Chapter 5. Eliminate Waste
Chapter 6. Working Software
Chapter 7. Deliver Value
Chapter 8. Release Often
Chapter 9. Stop the Line
Chapter 10. Agile Leadership
Chapter 11. Continuous Improvement
Appendix
Every chapter has an introduction and then is broken down into 5 parts- Principles, Practices, Metrics, Breakthrough, and Summary.
The Principles section provides the theory, and the evidence for the practices that follow, for the topic at hand. The Metrics section provides suggestions on how you can measure how you are doing in the topic. The Breakthrough section gives recommendations on how to achieve a breakthrough in the troubled area. The summary provides a nice bullet point summary of the main points made throughout the chapter.
Every chapter in the book provides great advice, but when I turned to the first page of Chapter 4 and saw the title No Multitasking staring me back in the face I actually chuckled. Not because the authors went off track, but because I have yet to be in an environment where the management didn't believe the exact opposite. Most of the management teams were happy with your performance when you hit the threshold of having just enough multitasking going on that you are spread too thin to be effective in any of your tasks. To them context switching is just a myth. It doesn't really exist.
Chapter 6 has a section titled "Evolutionary Architecture and Emergent Design". Although there are a lot of books that miss the mark when describing these topics, I am glad these authors didn't. Unless a project is trivial, architecture cannot not be ignored, but the sad fact is, it is almost always overlooked. The problem is even though these books explain these topics correctly, if the readers don't have experience with architecture, it won't go any further than the explanations found in these books.
If they do have experience with architecture, and doing architecture right, they will already be doing architecture this way. Architecture is an activity as well as an iteratively developed asset which is both code and documentation. The number one quality attribute in almost all projects should be modifiability. If correct modifiability scenarios and tactics are applied early in the project, your architecture should easily absorb change.
The authors of the book say "Contrary to popular mythology, evolutionary architecture does start with an architectural model, just not a finished model. So, if you’ve heard that evolutionary architecture is nothing more than an architectural “wild-west show,” I ask you to set such thoughts aside and read on."
Chapter 9. Stop the Line is a great chapter. Stopping the line means that you stop what you are doing and fix a problem by fixing the root cause of the problem so that the problem does not return.
This concept is a hard sell no matter what the environment is. When there is a big show stopping issue, there is always a Band-Aid that is cheaper and faster than fixing the root of the problem, and when the business finds out they don't care anything about a root problem. Even if you know that over time the Band-Aid will cost them 5 times what fixing the root problem will, you better know how to communicate that in their language. This task takes usually takes an architect to actually pull it off.
I have witnessed CIOs, project managers, and developers fail at this repeatedly. The CIOs are not technically savvy enough to explain the issue or its future affects, the project managers are usually of the same mindset and looking for a quick fix to keep dates from slipping, and the developers are not used to having to present technical topics in a way the business understands.
Let's face it, there are way too many books, and way too much information available on agile these days. I'll be the first to admit, that every time I see an agile book coming out the first thing I think is how could they possibly still be milking agile. I also must admit, that many of the new books coming out on agile are now reflective of experience, and not based entirely on theory. That was what you used to find in the agile library, all theory and no experience.
Architecture, lifecycle phases, documentation, and specialized skill sets for certain roles throughout the process have made their way back into the agile world on projects that are larger than a 3 to 5 person team can handle. Thank goodness any good agile book you pick up today will either include these topics as absolutely essential, or you can throw it in the garbage.
I found the advice in this book to be dead on for the issues they discuss. The book is less than 300 pages, so it is a short read, full of practical and relevant advice, with absolutely no filler.
I highly recommend this book to those in the throes of trying to introduce agile practices into their environment.
0 of 0 people found the following review helpful.
Good content, but I wish it went deeper
By Tommy Norman
This is a good book for exploring some more in-depth principles and practices for adopting Agile. I do wish the examples had gone a bit deeper as I felt they only touched the surface of some of the subject matter. This is more principle based that practical when compared to "Scrum Shortcuts without Cutting Corners" by Ilan Goldstein which I think was more balanced (as well as being a bit of an easier read).
There is definitely some good content around more high level Agile values/principles and it is not constrained to any particular framework (such as Scrum, XP, etc.).
There are many examples from the authors' experience, but I found myself wanting them to go deeper into each one and tie them back to the principles and practices they are trying to illustrate a bit better. You may also find the breakthrough techniques at the end of each chapter less revealing if you have been doing Agile for some time already.
All in all I think this is a good book for the Agilist who has a few years experience with the mechanics and needs something to help them take the adoptions to the next level with more concentration on the principles and values behind those mechanics.
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