Source: https://age-of-product.com/agile-failure-patterns-in-organizations/ and https://www.youtube.com/watch?v=-RXQLVhIuJg
I recently encounter some articles discussing what makes an agile successful for a certain team/organizations while not very successful for others. This provide provides a good summary. Check out the youtube video as well. Hope it is insightful!
- Not having a (product) vision in the first place, note that: If you don’t know where you are going, any road will get you there.
- The fallacy of “We know what we need to build.” There is no need for hypotheses testing; the management define/dictate what is relevant to the product backlog.
- A perceived loss of control at management level leads to micro-management. (The ‘what-is-in-for-me-syndrome.’)
- The organization is not transparent about vision and strategy hence the teams are hindered to become self-organizing.
- There is no culture of failure: Teams, therefore, do not move out of their comfort zones but instead play safe.
- The organization is not optimized for a rapid build-test-learn culture, and thus departments are moving at different speed levels.
- Management is not participating in Agile processes despite being a role model. If managers do not display agile mindset and behaviors why would the teams change?
- Not making organizational flaws visible. No open discussion about what is not working and how to fix things.
- Product management is not perceived as the “problem solver and domain expert” within the organization, but as the guys who turn requirements into deliverable (project executor).
- Other departments fail to involve product management and team from the start. Typical behavior in larger organizations is a kind of silo thinking, often driven by individual incentives, e.g., bonuses. (Personal agendas are not always aligned with the company strategy.).
- The sales/business organization guards access to customers, thus preventing teams from learning.
- Responsibilities of product management are covered by other departments or many other different roles.
- The product management team size is not balanced by comparison to the size of the engineering team. More “managers” than developers.
- Engineering teams are not free to choose “their” tech stack.