We Tried Agile and It Didn’t Work

“We tried agile and it didn’t work” is among the most revealing issues a pacesetter can hear.

The remark can sound cynical, dismissive, or resistant. However typically it’s one thing extra helpful: proof from a earlier enchancment effort.

Folks might have seen the group rename conferences, assign new roles, replace Jira workflows, undertake Scrum or Kanban, rent coaches, or launch a significant transformation. For some time, every little thing might have regarded extra agile.

However the promised outcomes didn’t seem.

Planning was nonetheless unreliable. Priorities nonetheless modified with out significant tradeoffs. Product House owners nonetheless lacked the authority to make actual selections. Groups have been nonetheless overloaded. Stakeholders nonetheless bypassed the backlog every time one thing felt pressing. Dash Evaluations not often generated helpful suggestions, and retrospectives stored uncovering the identical points with out something actually altering.

When that occurs, folks don’t want one other speech about the advantages of agile.

They want proof that this time the group will enhance the circumstances across the work.

Why This Issues

Organizations not often strategy agile as a totally new thought anymore.

Extra typically, leaders are attempting to enhance agility in an atmosphere the place folks have already skilled a number of agile initiatives. Some helped. Others created frustration, skepticism, or change fatigue.

Understanding that historical past issues. The best way leaders reply to skepticism can decide whether or not the subsequent enchancment effort beneficial properties credibility or repeats the identical patterns that dissatisfied folks earlier than.

Begin By Asking What Really Failed

Don’t begin by defending agile.

Begin by asking what occurred.

Helpful questions embody:

• What did agile promise right here that didn’t occur?

• Which elements helped, even a little bit?

• Which elements felt like overhead?

• What modified for groups however not for leaders, managers, or stakeholders?

• The place did we add course of with out bettering selections?

• What issues grew to become seen however weren’t addressed?

• What would have to be completely different for folks to imagine the subsequent effort is critical?

• What proof would make you say, “That is serving to”?

These questions flip skepticism into data. They assist leaders uncover whether or not the final effort failed due to weak practices, unclear roles, an excessive amount of work in progress, inadequate product possession, management habits, technical issues, or the system surrounding groups.

The aim is to not persuade everybody that agile labored.

The aim is to know what restricted agility and enhance it.

Don’t Dismiss Skepticism As Resistance

It’s tempting to label skeptical folks as resistant.

Typically that’s correct. Folks might favor the present system. They could dislike uncertainty. They could fear about shedding authority, standing, predictability, or a well-known method of working.

However in lots of organizations, skepticism about agile will not be resistance to a brand new thought. It’s a response to lived expertise.

They could have seen this earlier than: a giant announcement, just a few courses, new conferences, new function names, perhaps a brand new device. Then, after just a few months, the power fades and the previous methods of creating selections return.

Groups are informed they’re empowered, however each essential choice nonetheless will get escalated. Leaders say they need agility, however priorities maintain altering with out tradeoffs. Persons are informed to be clear, however the first dangerous information they share is used towards them.

In that context, “we tried agile and it didn’t work” might imply:

• We modified the conferences however not the choices.

• We modified the staff construction however not the work in progress.

• We modified job titles however not authority.

• We adopted a framework however not the mindset behind it.

• We have been informed to be clear, then punished for surfacing issues.

• We have been requested to decide to fastened scope and glued dates, simply in shorter increments.

• We had extra ceremonies however no more studying.

• We did agile to groups as a substitute of bettering agility with them.

Leaders ought to deal with that skepticism as knowledge. It factors to what the subsequent enchancment effort wants to deal with.

What Folks Often Imply By “Agile Didn’t Work”

When somebody says agile didn’t work, ask what they imply.

The reply issues as a result of agile can disappoint in several methods.

It Did Not Make Us Quicker

Many organizations begin agile hoping groups will ship sooner.

Which will occur ultimately, however agile doesn’t create velocity by asking overloaded groups to do the identical work in shorter cycles. Agile improves supply by making work seen, creating shorter suggestions loops, lowering waste, clarifying priorities, bettering teamwork, and serving to the group make higher tradeoff selections.

If the group stored beginning an excessive amount of work, splitting folks throughout too many initiatives, or inserting pressing requests with out eradicating the rest, agile might have made the overload extra seen with out fixing it.

That may really feel like agile failed.

The deeper drawback might have been focus.

It Did Not Make Planning Simpler

Agile planning will not be a approach to make uncertainty disappear.

It’s a approach to make uncertainty discussable sooner.

If leaders anticipated agile groups to offer good predictability whereas priorities modified consistently, dependencies remained unmanaged, and scope was handled as fastened, planning in all probability grew to become irritating for everybody.

Groups might have felt pressured into false certainty. Leaders might have felt groups have been avoiding dedication. Stakeholders might have heard ranges or tradeoffs as excuses.

The issue might not have been agile planning. The issue might have been that planning was by no means handled as a shared drawback.

It Did Not Empower Groups

Some organizations inform groups they’re empowered however go away the previous choice system in place.

The Product Proprietor can not actually prioritize. Stakeholders bypass the backlog. Managers nonetheless assign work on to people. Technical selections require approval from folks removed from the work. Groups are requested to self-organize, however solely inside slim boundaries which have already decided the reply.

That creates symbolic empowerment.

Symbolic empowerment is worse than no empowerment as a result of it raises expectations after which disappoints folks.

When folks say agile didn’t work, they might imply they have been promised possession however given course of.

It Added Conferences With out Bettering Choices

Agile occasions are supposed to create suggestions, alignment, adaptation, and accountability.

They aren’t precious simply because they occur.

A Day by day Scrum that turns into a standing assembly doesn’t enhance teamwork. A Dash Evaluation with out stakeholders or significant suggestions doesn’t enhance product selections. A Retrospective that surfaces the identical problem each dash with out motion doesn’t enhance the staff. Dash Planning that ends with a listing of duties however no shared aim doesn’t create focus.

When agile turns into a gathering construction quite than a studying system, folks understandably conclude that agile is overhead.

It Revealed Issues No One Needed To Repair

Agile typically makes issues seen earlier than it makes something higher.

A shorter cycle can reveal weak product possession. A Dash Evaluation can reveal stakeholder disagreement. A Retrospective can reveal unresolved teamwork points. A forecast can reveal {that a} date is unrealistic. A visual backlog can reveal too many priorities. A staff attempting to complete work every dash can reveal technical debt, dependency issues, unclear roles, or inadequate testing practices.

That visibility might be uncomfortable.

When the group responds by blaming agile, blaming groups, or ignoring the issues, the initiative stalls. However agile might not have created the issue. It could have revealed an issue the group was already carrying.

The higher response is to ask: What did agile present us that we nonetheless want to resolve?

Separate Agile From The Failed Implementation

Agile will not be the identical because the final implementation of agile.

It’s not a device, a gathering calendar, a certification path, a job-title change, or a scaling framework. These issues might assist agility, however none of them ensures it.

At its core, agility is the flexibility to ship precious work, study from suggestions, reply to vary, and make higher selections underneath uncertainty.

A failed implementation might have included agile language with out agile habits.

For instance:

• The group mentioned “responding to vary” however handled each plan as fastened.

• Leaders mentioned “empowerment” however overruled uncomfortable product selections.

• Groups mentioned “Dash Evaluation” however confirmed work to one another as a substitute of studying from stakeholders.

• Managers mentioned “focus” however stored beginning extra initiatives.

• Product House owners mentioned “backlog” however managed a storage place for requests quite than a technique for worth.

• Groups mentioned “executed” however left testing, integration, documentation, or launch work for later.

• Coaches mentioned “self-managing,” however leaders didn’t create the boundaries that made self-organization doable.

When folks say agile didn’t work, leaders want to know whether or not agile was really tried or whether or not the group tried a model of agile stripped of the management habits, product self-discipline, technical practices, and teamwork wanted to make it work.

Why Agile Enchancment Efforts Disappoint

The commonest causes of disappointment are not often mysterious.

They have an inclination to indicate up in acquainted patterns.

Agile Grew to become Course of With out Mindset

The seen elements of agile are simple to repeat.

Groups can schedule sprints, maintain Day by day Scrums, create backlogs, estimate tales, and run retrospectives. These practices will help, however they don’t routinely change how the group thinks about uncertainty, management, suggestions, collaboration, or accountability.

If the previous mindset stays, agile turns into course of theater.

Groups do the occasions, however the actual selections are nonetheless made elsewhere. Leaders discuss outcomes however measure exercise. Stakeholders say they need flexibility however count on each unique dedication to stay unchanged. Groups are informed to examine and adapt, however solely inside boundaries that maintain the previous system intact.

Leaders Delegated Agile As a substitute Of Residing It

Groups can enhance many issues themselves.

They will enhance refinement, collaboration, estimation, testing, and the way they plan their work. However some obstacles sit outdoors the staff: funding guidelines, portfolio overload, unclear authority, competing priorities, overloaded specialists, unrealistic dates, inconsistent stakeholder habits, and incentive techniques that reward the flawed issues.

Groups can not clear up these issues alone.

When leaders delegate agile to groups, Scrum Masters, coaches, or a change workplace, the initiative sends a combined message: groups ought to change, however the system round them will stay principally the identical.

Folks discover.

They study that transparency is dangerous, that management habits is exempt, and that agile is one thing groups are anticipated to carry out quite than one thing the group is utilizing to enhance.

Work In Progress Stayed Too Excessive

Agile doesn’t work properly when the group retains beginning an excessive amount of.

An excessive amount of work in progress causes context switching, delays, dependency issues, unfinished work, high quality points, and unreliable forecasts. Groups might look busy whereas much less will get completed.

This typically will get interpreted as a staff drawback.

Leaders see gradual progress and ask groups to commit more durable, estimate higher, or enhance velocity. But when the system is overloaded, higher ceremonies won’t repair the issue. The group must make more durable precedence selections.

Focus will not be a motivational slogan. It’s a management self-discipline.

Product Possession Was Too Weak

Many agile disappointments are actually product possession disappointments.

A staff might have somebody referred to as a Product Proprietor, however that particular person might not have sufficient authority to make precedence selections, say no, make clear tradeoffs, or defend the staff from competing calls for.

When everybody can affect the backlog however nobody could make the ultimate precedence name, the backlog turns into a group of requests. The staff can ship many objects and nonetheless fail to ship the suitable outcomes.

Weak product possession makes agile look ineffective as a result of groups are busy, however the work doesn’t add as much as sufficient worth.

Groups Have been Standardized As a substitute Of Supported

Some organizations reply to inconsistent agile practices by standardizing every little thing.

Just a little consistency will help. Shared language, clear expectations, widespread definitions, and helpful guardrails can stop confusion.

However extreme standardization creates one other drawback. Groups cease adapting. They observe guidelines that won’t match their work. They concentrate on compliance as a substitute of enchancment. They lose possession of how they work.

The aim is sufficient consistency to remain aligned and sufficient autonomy to continue learning.

The Group Scaled Issues As a substitute Of Fixing Them

Scaling agile will help when a number of groups have to coordinate round shared targets.

However scaling too quickly can unfold dysfunction.

Weak product possession turns into weak product possession throughout extra groups. An excessive amount of work in progress turns into a bigger site visitors jam. Poor technical practices create integration issues throughout the system. Unclear priorities develop into costlier. Groups that can’t end work inside one dash now want extra conferences to coordinate unfinished work throughout many groups.

If agile dissatisfied at scale, the group might have to step again and ask whether or not it scaled success or scaled unresolved issues.

Rebuild Credibility Via Small, Seen Enhancements

After a disappointing agile initiative, credibility is rebuilt by proof, not slogans.

Don’t announce one other sweeping transformation with a brand new identify. Don’t promise that this time every little thing might be completely different. Don’t begin by asking folks to belief the method.

Begin by bettering one thing actual.

1. Acknowledge The Earlier Expertise

Leaders ought to be sincere about what occurred.

That doesn’t imply declaring the earlier effort a failure. It could have helped in some methods. It could have improved transparency, created helpful practices, launched higher language, or helped some groups.

However leaders also needs to acknowledge what dissatisfied folks.

For instance:

“Final time, we modified staff practices sooner than we modified management habits.”

Or:

“We launched agile conferences, however we didn’t give Product House owners sufficient authority.”

Or:

“We requested groups to be extra predictable whereas persevering with to vary priorities with out tradeoffs.”

That form of honesty lowers defensiveness. It tells folks leaders have discovered one thing.

2. Title The Consequence You Need To Enhance

Don’t restart with “we have to be extra agile.” That’s too obscure to information selections and too simple for folks to dismiss.

Begin with an actual final result. Perhaps the group wants to cut back unfinished work, enhance planning reliability, enhance stakeholder belief, shorten suggestions loops, enhance high quality, or make clear product possession.

The precise final result issues lower than making it concrete. Folks ought to be capable to inform whether or not the subsequent few modifications are serving to.

A transparent final result offers folks one thing higher than “belief us, this time agile will work.” It offers them one thing they will observe.

3. Select A Small Enchancment

Decide one enchancment that’s sufficiently small to attempt to seen sufficient to matter.

Which may imply having leaders attend the subsequent few Dash Evaluations and ask what was discovered. It’d imply clarifying which product selections the Product Proprietor could make with out escalation. It’d imply lowering the variety of lively initiatives for 1 / 4, attempting a distinct refinement strategy for 2 sprints, or changing a standing assembly with an actual obstacle-removal dialog.

The precise enchancment will depend upon the result you named. If you would like clearer priorities, work on precedence selections. If you would like extra sincere planning, change the planning dialog. If you would like stronger suggestions, enhance the Dash Evaluation.

The purpose is to choose one thing actual. Not a slogan. Not a precept. A change folks can see, strive, and examine.

4. Put Enhancements In An Enchancment Backlog

An enchancment backlog makes the work of bettering agility seen.

With out one, enchancment stays obscure. Everybody agrees the group ought to get higher, however nobody can see what’s being tried, what’s ready, or what has already been discovered.

The backlog doesn’t have to be difficult. It’d embody team-level enhancements, cross-team enhancements, and leadership-level enhancements. One merchandise is likely to be about bettering stakeholder participation in Dash Evaluations. One other is likely to be about clarifying Product Proprietor authority. One other is likely to be about lowering work in progress, strengthening technical practices, bettering story splitting, or eradicating a recurring dependency bottleneck.

The backlog ought to be ordered as a result of not every little thing might be improved without delay. That ordering is helpful. It forces leaders and groups to have the identical form of tradeoff conversations they need groups to have about product work.

5. Evaluation What Occurred

Each enchancment ought to be inspected.

After attempting a change, pause lengthy sufficient to ask whether or not it helped. What modified? What did we study? What stunned us? Ought to we proceed, regulate, or cease? Is there one thing one other staff or chief ought to study from this?

That is the place credibility begins to return.

Folks don’t want each experiment to work. They are going to belief the trouble extra if leaders are sincere about what didn’t work. What they should see is that the group is paying consideration, telling the reality, and altering based mostly on proof.

Use The 5 Pillars To Diagnose What Went Improper

When agile disappoints, leaders typically attain for essentially the most seen repair.

Prepare the groups once more. Change the device. Reconfigure the workflow. Add a coach. Undertake a framework. Create a brand new dashboard.

Any of these may assist.

However they could additionally clear up the flawed drawback.

The 5 pillars assist leaders diagnose what’s limiting agility now.

Mindset

Do folks perceive why they’re being requested to work in another way?

Skepticism could also be a mindset problem if folks see agile as a administration fad, a delivery-speed mandate, or a set of ceremonies imposed from above.

However mindset will not be improved by cheerleading. It improves when folks see a reputable connection between agile practices and higher outcomes.

Practices

Are groups utilizing practices that assist them ship, examine, and adapt?

Skepticism could also be a practices problem if groups have no idea break up work sufficiently small, refine successfully, check inside the dash, collaborate throughout specialties, or use retrospectives to create significant enchancment.

In that case, folks might not want extra persuasion. They could want higher abilities and assist.

Roles

Are duties and choice rights clear?

Skepticism could also be a roles problem if Product House owners lack authority, Scrum Masters are handled as assembly schedulers, managers are not sure assist self-organization, or stakeholders have no idea work by the backlog.

Position confusion creates frustration that folks might blame on agile.

Teamwork

Are folks working as an actual staff?

Skepticism could also be a teamwork problem if work nonetheless strikes by particular person handoffs, specialists stay remoted, testing occurs late, or folks optimize for finishing their very own duties quite than ending precious work collectively.

Agile exposes the distinction between a staff and a gaggle of people.

Exterior-The-Workforce Help

Are leaders, stakeholders, managers, and surrounding features altering how they work together with groups?

Skepticism could also be an outside-the-team assist problem if stakeholders insert pressing work with out tradeoffs, leaders stress groups for fastened solutions too early, HR insurance policies reward particular person heroics, finance guidelines reinforce mission considering, or governance processes require massive batches of labor.

Many agile disappointments reside right here.

Groups can enhance their practices, however they can not develop into totally agile whereas the encompassing system retains pulling them again.

What Leaders Want To Do In another way This Time

A renewed agile effort doesn’t develop into credible as a result of leaders select a greater slogan.

It turns into credible when leaders behave in another way.

Make The Downside Shared

When groups say one thing is an excessive amount of, too quickly, or too unclear, don’t deal with that as refusal.

Deal with it as data.

A staff saying “we can not do all of that by then” could also be opening the door to a greater planning dialog. What’s driving the dimensions? Which options matter most? What might be simplified? What might be deferred? What tradeoff would produce the perfect final result?

Leaders rebuild belief after they assist clear up the issue as a substitute of handing the issue down.

Ask For Fact, Not Reassurance

Groups study rapidly what leaders really need.

If leaders reward reassuring solutions, groups will present reassurance. If leaders punish dangerous information, groups will cover dangerous information. If leaders deal with uncertainty as incompetence, groups will faux to make sure.

Higher management questions embody:

• What assumptions are we making?

• What may derail this plan?

• What do we have to study quickly?

• What tradeoffs ought to we talk about?

• What choice do you want from me?

• What would make this simpler or extra more likely to succeed?

• What are we not saying but?

A staff that may inform the reality early offers leaders extra choices.

Shield Focus

Leaders enhance agility by serving to groups end.

That always means lowering work in progress, limiting interruptions, clarifying priorities, and making tradeoffs seen.

If the group retains saying sure to every little thing, groups will maintain disappointing somebody.

Actual prioritization requires disappointment. If nobody is dissatisfied, the group in all probability has not prioritized. It has solely rearranged the record.

Strengthen Product Possession

A Product Proprietor wants greater than a title.

Product possession requires authority, availability, product judgment, stakeholder belief, and the flexibility to make tradeoffs.

When leaders strengthen product possession, groups get clearer route. Stakeholders get a extra coherent choice course of. The backlog turns into a technique for worth quite than a storage place for requests.

Change The System Round Groups

Groups ought to enhance how they work.

However leaders also needs to ask what the group should change round these groups.

Which may imply:

• lowering lively initiatives;

• altering how priorities are determined;

• clarifying choice rights;

• bettering stakeholder participation;

• altering measures that reward the flawed habits;

• making time for enchancment work.

Folks will imagine the subsequent agile effort after they see leaders altering the system, not simply asking groups to vary their practices.

Contain Skeptics In The Enchancment

Skeptics will help.

A considerate skeptic might discover dangers fans miss. They could keep in mind what failed final time. They could have credibility with others who’re ready to see whether or not this effort is actual.

Don’t give skeptics veto energy over enchancment. However do give them a voice.

Invite them to assist outline the issue. Ask them what proof would change their thoughts. Embody them in enchancment conversations. Give them a job in figuring out dangers. Ask them to evaluation proposed experiments and level out what may go flawed.

A helpful query is:

“What would make this enchancment value attempting, even if you’re not but satisfied it should work?”

That query doesn’t demand perception. It asks for participation.

When To Cease Calling It Agile

Typically the phrase agile carries an excessive amount of baggage.

If folks have been by a number of disappointing initiatives, the label might get in the way in which. Leaders don’t all the time want to start out by asking folks to recommit to agile.

They will begin with the issues folks already care about. Perhaps the group wants to complete extra of what it begins, have higher planning conversations, scale back rework, reinforce product selections, get sooner suggestions from stakeholders, keep away from late surprises, or assist groups and leaders make tradeoffs collectively.

These are agile targets even when the phrase agile will not be emphasised.

The group can enhance agility with out making folks argue once more about whether or not agile labored final time.

A Higher Response To “We Tried Agile And It Didn’t Work”

When somebody says, “We tried agile and it didn’t work,” strive responding with curiosity.

You may say:

• “Inform me what occurred.”

• “What did you hope agile would enhance that it didn’t?”

• “What modified for groups, and what stayed the identical round them?”

• “What would we have to do in another way for this to be value attempting once more?”

These questions change the dialog.

As a substitute of defending agile, leaders begin studying from the group’s expertise. As a substitute of asking folks to neglect the final effort, leaders use that historical past to keep away from repeating it.

That’s the starting of a extra credible enchancment effort.

Is Your Group Prepared To Enhance Agility Once more?

Use these inquiries to resolve the place to start out:

• Do we all know what dissatisfied folks final time?

• Have leaders acknowledged what didn’t change sufficient?

• Are we targeted on a enterprise final result quite than “being extra agile”?

• Are enchancment objects seen in an enchancment backlog?

• Are leaders ready to vary the system round groups?

• Do Product House owners have sufficient authority to make significant precedence selections?

• Are groups carrying an excessive amount of work in progress?

• Are stakeholders collaborating in suggestions and tradeoff conversations?

• Are we utilizing agile occasions to study, or simply to report standing?

• Are skeptics being heard as sources of data?

• Are we attempting small enhancements and inspecting the outcomes?

• Do folks see proof that this effort is completely different?

Use the solutions to seek out the subsequent dialog.

Widespread Questions About Attempting Agile Once more

Ought to We Strive Agile Once more If It Failed Earlier than?

Sure, if the group is prepared to study from what occurred. Don’t repeat the identical rollout with new terminology. Begin by figuring out what dissatisfied folks, what outcomes matter now, and what leaders will change within the system round groups.

Is Skepticism About Agile A Dangerous Signal?

No. Skepticism might be helpful. It typically comprises details about earlier makes an attempt, unresolved obstacles, weak management assist, or methods agile was applied as course of with out significant enchancment.

What If Folks Hate The Phrase Agile?

Don’t begin with the phrase. Begin with the issue. Enhance planning reliability, scale back unfinished work, enhance stakeholder suggestions, make clear product possession, or assist groups end extra of what they begin. These enhancements construct agility even when the label will not be helpful.

How Do We Know Whether or not Agile Actually Failed?

Ask what agile was anticipated to enhance and what really modified. If the group adopted conferences, roles, or instruments however didn’t change decision-making, product possession, work in progress, management habits, technical practices, or stakeholder involvement, agile might not have been totally tried.

Ought to We Rent Agile Coaches?

Coaches will help, however provided that leaders are prepared to behave on what the coaches assist reveal. Teaching groups with out altering the system round them typically produces momentary enchancment adopted by frustration.

How Can Leaders Rebuild Belief After A Failed Agile Initiative?

Acknowledge the earlier expertise, identify a concrete final result, select a small seen enchancment, make management habits a part of the change, examine outcomes, and share what’s discovered. Belief returns by proof.

What Is The First Enchancment We Ought to Strive?

Select one thing painful, seen, and sufficiently small to examine rapidly. Widespread beginning factors embody clarifying Product Proprietor authority, lowering lively initiatives, bettering Dash Evaluations, making planning a shared drawback, or making a small enchancment backlog.

Associated Programs And Workshops

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Scrum And Agile Coaching

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Really useful Articles

Associated Pages

• Agile Management: Use this when the principle problem is how leaders create readability, assist self-organization, take away obstacles, and make tradeoffs.

• Product Possession: Use this when agile dissatisfied folks as a result of priorities have been unclear, Product House owners lacked authority, or the backlog grew to become a group of requests.

• Agile Planning And Forecasting: Use this when the group wants higher forecasts, extra sincere planning conversations, and clearer scope/date tradeoffs.

• Scrum: Use this when groups have to revisit Scrum roles, occasions, artifacts, and the way inspection and adaptation are purported to work.

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