
Last week we took a slight detour in our development cycle to spend time with an Agile consultant Pete Behren of Trailridge Consulting, to help us improve our understanding and implementation of our Agile process. From my viewpoint it was amazingly successful and the chance to get an independent assessment of our progress.
When we started the Agile process a year ago we had only a single day of training and some book reading to get started. These new efforts were first seen during the Carbide 1.3 development cycle which led to more frequent beta releases, improved communication with our customers via the opening of our Bugzilla bug database, nightly builds for faster feedback on bug resolution, and a host of internal process changes that made things more efficient, more reproducible, and more accountable. Even with all the changes behind the scenes Carbide 1.3 was easily the least stressful release we had ever produced.
Needless to say, we were hooked.
Jump forward almost a year and things have been rolling along well. We had settled into the Agile groove, made some changes in software for tracking, refined our process, improved our efforts in many ways. But it still didn’t feel complete, it didn’t feel as successful as we had hoped it would be.
So we called in a consultant to come in, observe our processes, and provide us with some independent suggestions as to what we were doing wrong and how we could improve. Very quickly he picked up on some of our problems and guided us into correcting them. In most cases the problems we were having evolved around the facts that we had worked together for several years now and the old habits were still to some effect driving our Agile adoption. Behaviors like working in silos to complete tasks, an avoidance in asking others if they needed help or asking for help ourselves (hey, most of us are guys you know), and mainly thinking that when our tasks are done we work on something else and not on helping others complete the sprint tasks.
As one member of the team explained it, it was like learning to speak Spanish from reading a book, then having someone come in who speaks Spanish fluently critique you on it. We were doing a lot of great things but our adoption of Agile was not pure, with many influences from past behavior and relationships, organizational issues, and generally an imperfect grasp of the essentials. We started with a hybrid approach and while it was an improvement over our development processes at the time, it also created some new issues that may not have been there had we tried a purer approach from the start.
In the final wrap up we created a large backlog of change items we needed to address as a group to help us improve our Agile process. The current sprint has us using some of the new/improved techniques we learned during those 3 days, and we’re working hard to address all of our issues ASAP.
Hopefully, even more of these internal process improvements will become visible to you out there as we work hard to develop and deliver on Carbide improvements with more speed and quality than before.