Direct backsliding to old ways of working and thinking
People using agile terminology while still working in old ways
Key impediments that we have identified again and again are not progressing
People that were early in the transformation not seeing the learning from those who started later
Management worrying about their status at the expense of the common objective
Inability to bring on new people to the new way resulting in confusion and regression
Stagnation of learning – no one going out to learn more
Systems in place encourage “follow the plan” approach instead of option seeking, innovation approach
All capacity allocated to features ignoring technical debt, learning, and innovation
Inability to change to flow based optimization of value delivery (focus on utilization and cost accounting)
Inability to establish new roles as something valuable to the organization
Non-IT organizations not adapting to new approach and mindset
The statement from management is “but we’re agile” actually means “do what I say and meet all your other commitments as well”
Not respecting the “Team” – people trying to identify people to work something instead of bringing work to the team
Inability to move from “we must do everything” to “this is best use of our capacity” thinking
Constantly investing in new capabilities at the expense of existing quality, reliability and other issues
Not creating real, stable, high performing teams
Agile ceremonies turning into status meetings instead of working meetings
Focusing too much on expected results at the expense of establishing fast feedback loops
Different agendas mean that alignment statements are meaningless
Note: if you are running this workshop session, you will want to tailor these to suite your environment. Examples I've seen include:
Cannot seat Teams together
Wrong mix of people on the Teams (mixing oil and water)
Inability to do Agile mentor-ship by leadership
Focus on “expected result” instead of “fast feedback”
No DevOpsSec
Losing common sense in the face of the new ceremonies etc.
Not filling named roles
Misuse of “agile”
Inability to see tangible results
Non-agile Teams (hiding behind ceremonies)
Hybrid organizational friction, especially with Projects
Burn-out risk as people now assume two roles / jobs
Lack of understanding of other Teams value (cross-organization)
No real road-map - only see current quarter