A few weeks ago I joined an up-and-running software development (and service operations) project together with a few other people. The team had already launched the first version of the product successfully. We had heard that huge effort had been put in to achieve this success and we had a hunch that the team would likely benefit from a renewed emphasis on certain lean & agile practices. We also had a hunch that the team wouldn’t benefit from us showing up and starting to lecture from the latest Scrum book or so.
I consider us extremely lucky to work in an environment in which we are free to choose our working practices (obviously within reason). I also consider us extremely lucky to work in a great team willing to own their work — and to put themselves on the line every day trying to improve our performance while at same time having to deliver against high expectations.
Listening to the team and the people around us, and establishing a shared understanding of our goals (including trade-off priorities; hat-tip to Alistair Cockburn) and the forces acting on us seems to be the essential foundation for our learning. After that, getting out of the way seems to be the best thing us management types can do. Every so often, we can provide some support and advice, or offer some re-assurance and confirmation. But mostly, it seems to be about getting out of the way and keeping the way clear of other obstacles as best as we can (we have way to go on that one).
Our work practices seem to become more lean & agile by the day, and I think our performance is improving. This post makes reality probably sound easier than it is, but I feel things are going so much better than whenever I’ve seen project teams being instructed to “be agile”.