Posts Tagged ‘ICAgile’

What’s Next for the Agile Manifesto

Posted on February 13th, 2011 by Dennis Stevens  |  11 Comments »

This weekend, about 33 people got together at the Snowbird Cliff Lodge to celebrate the 10th anniversary of the Agile manifesto. This group was invited and hosted by Alistair Cockburn. The goals were to have a celebration, talk about the successes achieved and the problems facing the community, and hopefully contribute something back around the problems that we can sensibly address.

This is not a replacement or an extension for the Agile Manifesto. It is more of a focusing statement relevant to our understanding of today’s problems and needs. There was a lack of alignment at some levels – although the expected disconnects, Kanban vs Scrum vs XP or whatever, didn’t arise. The biggest lack of alignment I saw was between those that feel we need to address Agile across the business and the group that believes Agile is about only software development, asking “Who are we to be describing how the organization should be designed?” I believe this gap has at it roots the different perspective of the people who attended. Some work within software development teams. Some help organizations adopt Agile. And some help organizations exploit the Agile ability to rapidly deliver working increments of value to update business models and deliver on new value propositions.

But there was a ton of alignment on some issues. There was great energy and flow in the room. There was some negativity and cynicism that came from our focus on what problems exist. But that was the exercise – identify problems that we can sensibly address. I found the entire weekend to be valuable and enjoyable. And I believe we came up with something of value as well.


The facilitators had identified seven categories of questions or issues that had been identified through pre-session interviews with some of the attendees.

  • The Future
  • Training
  • Technical
  • Culture
  • Enterprise / Other Communities
  • Value
  • Agile Backlash

After an initial group warm up, we broke into seven groups with each being assigned to an area. We worked to identify the gaps or issues that need to be addressed in the industry today in our assigned area. We then we rotated around the room in our teams to review the other areas, adding any additional issues we identified and moving some issues from one category to another. We then went back to our original categories and identified underlying themes from the issues. These became the big problems that needed to be addressed. This was great conversation within our groups and the underlying themes were pretty clear and consistent. We then did a read out of our themes to the bigger group and had some additional discussion.

Then we took a five hour break.  Some people stayed and did more work, some napped, some when skiing. I went up on top of the mountain with Alan Shalloway, Joshua Kerievsky and Ahmed Sidky. The view was awesome and I really enjoyed the company and the conversation.

When we reconvened and worked to consolidate the big problems under the following headings.

  1. What problems in software or product development have we solved?
  2. What problems are fundamentally unsolvable?
  3. What problems can we sensibly address — problems that we can mitigate either with money, effort or innovation?
  4. What are the problems we don’t want to try and solve?

We then grouped the problems under “What problems can se sensibly address” into themes and dot voted to identify the biggest issues. Finally, we worked to craft a sentence to address the four top themes. This became a challenging process as there were 30 strong willed people with different perspectives all trying to influence the sentences. As we narrowed this down through our consensus process there was a lot of discussion and debate. At the end of the allotted time we had the following.

We, the undersigned, believe the Agile community must::

  1. Demand Technical Excellence
  2. Promote Individual Change and Lead Organizational Change
  3. Organize Knowledge and Promote Education
  4. Maximize Value Creation Across the Entire Process

Demand Technical Excellence

At the end of the day, you can’t deliver value through technology if you are not delivering quality. This category brings in aspects of architectural, engineering, and design. This is still a pressing issue and must be addressed in the community to deliver on the promise of the Agile Manifesto.

Promote Individual Change and Lead Organizational Change

Here is an example of a sentence that we had a broad range of perspectives on. Without adoption by individuals and alignment of organizational governance and management models, Agile won’t deliver on its value proposition.

Organize Knowledge and Promote Education

This isn’t just about the practitioners, it includes the broader business context as well. The community needs to build on the broad body of knowledge that exists within and outside the community – we have to avoid reinventing everything. Diversity of thought is important to the ongoing growth of the community – but we don’t actually do a very good job of intentionally building on the body of knowledge.

Maximize Value Creation Across the Entire Process

Software Development is not an end unto itself. Too many organizations moving toward Agile are focused on just the software development team. This is only valuable to the point that the software development team is the constraint in the organization. We need to learn how to do a better job of defining value and aligning the cadence across the organization and improving the flow of value from concept to delivery.

Closing Thoughts

This was a dynamic crowd with a lot of experience. In this group, there was very little contention between flavors of Agile. Everyone was open and working to address the needs of the industry and the broader needs of the communities we live in. There are lots of problems – I am sure there will be a lot of talk about “The Elephants” – problems that didn’t explicitly make the list. There will be some dissenters. And I think there may be some work to refine the sentences. Hopefully without losing the meaning of the points.

I believe that Alistair’s goals were achieved. We had a nice celebration – we came to consensus (although not unanimous agreement) on the big issues in front of us. And we shared a lot of energy and community. I got to meet and develop relationships with a number of amazing people. And we ate and drank a lot both nights. I don’t know what comes out of this effort in the bigger community. Now, let’s see how the Agile community responds to the outcome.  I hope we rally around the big issues and continue to improve where we work and the value we deliver.

10 Years Agile–Friday Night

Posted on February 12th, 2011 by Dennis Stevens  |  3 Comments »


Here are the people that are in Snowbird for the 10 years Agile celebration.

  • Pekka Abrahamson
  • Scott Ambler
  • David  Anderson
  • Mike  Beedle
  • Tracy Bialik
  • Alistair  Cockburn
  • Rachel Davies
  • Michael Feathers
  • James Grenning
  • Robert Holler
  • Jonathan  House
  • Erik Huddleston
  • Michael Hugos
  • Zhon Johansen
  • Kay  Johansen
  • Ralph Johnson
  • Nate Jones
  • Joshua Kerievsky
  • Jon Kern
  • Phillipe Kruchten
  • Janice Linden-Reed
  • Todd Little
  • Ryan Martens
  • Eric  Olafson
  • Jeff Patton
  • Russ Rufer
  • Alan  Shalloway
  • Ahmed  Sidky
  • Andrew Shafer
  • Dennis  Stevens
  • Jeff  Sutherland
  • Arline  Sutherland
  • Ghennipher  Weeks

Friday Morning

I spent the morning with Ahmed Sidkey and Alistair Cockburn working on some ICAgile activities. We are trying to get the Business Analysis and Project Management tracks up now that Agile Fundamentals has launched. I am working with the Business Analysis community to coordinate the BA track and bringing the PM work from the recent (and ongoing) efforts of Alistair, Ahmed, Mike Cottmeyer, Mike Griffiths, Michelle Sliger, Jesse Fewell and others with PMI to define Agile PM.

Pre-Cocktail Party

After riding up to the conference, I got to meet and spend time with Tracy Bialik, Alistair, Ahmed, David Anderson, Alan Shalloway, Janice Linden-Reed, Phillipe Kruchten, Erik Huddleston and others greeting, catching up and talking about our expectations for the weekend.

Cocktail Party

At 8, we had a cocktail party where we met Janet Danforth and Robert Moir. Janet and Robert will be facilitating the Saturday morning discussions. There were questions spread around on tables that had been solicited from attendees by the facilitators prior to the event. They were divided into several categories for us to review and discuss. I spent some time at a table with a number of people including Ahmed Sidkey, Jon Kern, Erik Huddleston, and Scott Ambler. The discussion started off around how to get other communities (BA, PM, QA, etc) involved in the Agile. We ended up talking about resting heart rates and food densities – so while it was interesting at the moment I’m not going to blog about it here.

I then spent about half an hour in a discussion with Erik about his approach to scaling agile at his organization. He has courageously built on Dean Leffingwell’s model. He is implementing small fungible teams (high performing teams with the ability to deliver a working increment of software across the portfolio) and is using Kanban at the Program level to feed and coordinate the teams and to dynamically match capacity to demand. Then he is using Kanban downstream from the teams to coordinate integration testing, implementation, and production. This is a pattern that I have seen work well and have seen emerge from multiple directions. Mike Cottmeyer and I have been using this model as a kind of reference architecture for businesses and have had success. I believe this is an organizational adoption pattern that we will see more of.

Later I was involved in conversation with Jeff Patton and Rachel Davies talking about various topics. One was how hard it is to define explicitly how to apply certain practices when coaching teams since we tend to morph them to the moment and are always applying new concepts and ideas. Jeff is gently introducing A3 type thinking into his clients – something that we are starting to do more of – so it’s a validation of a pattern that makes sense. Jeff and I talked about how capability analysis and story mapping share some underlying patterns that seem to make sense. Rachel talked about how hard it is to to get organizations to change and how organizations seem to get stuck in destructive behavior. Jeff brought up this video as something he shows in his class to help people to recognize how they participate in their organizational dysfunction. It is pretty funny.

After Party

We had an after party from 9:00 – 11:00 where we drank Cockburn port and had more conversations. I spent some time talking to Alistair and then got to spend a while with Joshua Kerievsky and Mike Beedle talking about how important the underlying enabling technologies were to doing anything agile.  We also talked about how Scrum and XP have morphed and how implementations must be situation specific.


There are a lot of people here from various communities. Lean, Scrum, XP, etc. It would be fun to do social network map of who is connected to who in this group and what those communities look like. There was a lot of engagement and energy last night and I didn’t see any conflict. The themes of post-agile, situation specific morphing of practices, and scaling patterns were pretty common place. Today, we have a four hour facilitated session that should be interesting.

Certification, the Dreyfus Model, and Tilting at Windmills

Posted on August 25th, 2010 by Dennis Stevens  |  3 Comments »

There continues to be a lot of discussion about certification and the value of certification. Most recently at PM Hut with Certifications Don’t Make Project Managers. The article argues that PMP certification is not useful because we still fail at projects at an alarmingly high rate. I think it is a flawed argument in many regards (check my three or more comments) but I understand the underlying concerns. First, that hiring managers take certification to indicate an improbably high level of competence. Second, that there are talented people that can’t or choose not to pursue certification. Let me address both of these concerns.

What Does Certification Imply

From my experience, a PMP is like a recent college graduate, a medical resident, or a 16-year old who just got their license. They have shown interest in being project managers, have some situational awareness from having participated in projects, have been educated in the fundamentals and share a common language. But they are not prepared to be CEO of a business, an emergency room surgeon, or a cross country truck driver. I am not sure how big a problem this really is.

The Dreyfus Skill Acquisition Model identifies five stages of competence:

  • Novice: Basic understanding of concepts. Adherence to rules. No discretionary judgment.
  • Advanced Beginning: Situational perception. All aspects of work treated with equal importance.
  • Competent: Coping with crowdedness. Formulating routines. Able to recognize patterns.
  • Proficient: Holistic view. Senses deviations from the pattern.
  • Expert: No longer relies on rules. Based on deep tacit knowledge. Vision of what is possible.

Certification takes you no higher than Advanced Beginner and probably doesn’t guarantee any more than Novice. But a Novice is way ahead of the competence curve from someone who has no idea what to do.  To be a great project manager who can run projects in complex organization unsupervised you probably need to rise to the level of Proficient or Expert. Additionally, Getting beyond Advanced Beginning requires more than just some knowledge. We talk about Knowledge, Skills, and Aptitudes. Beyond project management knowledge, there are soft skills and organizational aptitudes necessary to be successful leading complex projects.

I don’t think that the concern that hiring managers and HR departments place too much weight on the PMP is a real problem. In my conversations with HR managers and hiring managers, they aren’t assuming more than this. The fact that hiring managers are asking for PMP’s as an entry point means that they are looking for a common starting place and basic level of intent and awareness.  If they want to greater level of Skills and Aptitudes then they should interview for these. PMI supports this model through their Project Manager Competency Development Framework.

People Who Can’t or Won’t Earn Certification

I earned my PMP in 1998. I have been active with PMI since then including working as the Deputy Project Manager for OPM3 and my current work as a member of the OPM3 Services Advisory Group and on the board of the PMI Agile Virtual Community. My PMP lapsed in 2001. I have not renewed it. Why? At the time it was partially due to the neglect of not attaining and recording PDU’s and partially due to tilting at this certification windmill. I felt that the real value of PMI was in the community and in advocating for responsible project management. I put my money where my mouth is – I support the community and advocate for responsible project management. I don’t really need my PMP at this point to get a job. If I did, I would have it. In fact, I wish I had kept it as I gained nothing by tilting at the PMP windmill.

If you can’t get a job because you don’t have a PMP or can’t pass the PMP test, then you should get your PMP. Unless you want to be unreasonably stubborn – like I was – or want to continue to not be evaluated for a job. This argument just doesn’t hold water for me. While I have known plenty of super capable, super talented project managers that were PMP-less – they had the language, they had the hard and the soft skills, and they had the organizational aptitudes to be successful. It is a logic fallacy to say that because there are good project managers without PMP’s that you shouldn’t look for PMP’s to be your project managers.

Tilting at Windmills

The shame of this is that there are real issues with project management today. We don’t have a clear enough path for determining Agile Project Managers (ICAgile is looking to address this shortly). HR organization’s fail to interview effectively for situation appropriate Skills and Aptitudes. Many companies don’t invest in the developing project managers further up the Dreyfus model. Organization’s are still poorly designed for adapting to change and supporting project execution.

However, none of this has anything to with the value of the PMP or other types of certification. Certification is the beginning of the journey. It is the first driver’s license, the college degree, acceptance into the residency program. Certification is critically important. It sets the baseline. It establishes the basic body of knowledge that is expected. It creates awareness in HR departments and with hiring managers of what kinds of knowledge they should be looking for.

So, rather than tearing down certification and slandering organization’s that have promoted our profession and created great communities for us – let’s put our energy into:

  • creating awareness of the need for further growth
  • promoting to individuals and hiring managers the Knowledge, Skills, and Aptitudes needed to climb the Skills Acquisition Model.
  • communicating the value that organization’s receive when they are organized to be adaptable and execute strategy well

There is power and benefit in these activities. The continual bashing of certification and the organization’s that support them is just useless tilting at windmills.