preface
Agile development has swept the domestic software development companies like a whirlwind in recent years. Whether it is a first-line Internet giant, a large state-owned enterprise or a small company with 20 or 30 employees, almost all have tried or tried agile, but the vast majority of teams have failed. This week the author discusses some of the things that need to be done before introducing Agile, based on his team’s experience. In fact, this kind of topic has almost been written, but most of them are focused on the theory, practical use encountered many problems, so this article is mainly about the implementation level, as for the principle of time to discuss.
Before the start of the boot
Being an agile enabler is extremely important, and if you’re a developer trying to promote agile, your chances of success are slim. If you’re a team manager, your chances of success are an order of magnitude higher than the average developer’s, but still not high, conservatively less than 30%. If you are at the top of a company that is able to coordinate organizational issues and have experienced development teams that are willing to challenge you, then you are not far from being truly agile, but the irony is that such a company should be relatively agile and not require a drastic transformation. Why is it so difficult for most traditional enterprises to implement Agile? Agile development is not only a software development model and methodology, but also a transformation of team culture and even organizational form. Try answering these questions if you can’t think of any. 1. How does your organization measure team performance? 2. How does your organization evaluate employee performance? 3. Do the project manager or person in charge have a direct say in the performance of project team members? 4. Does the software team have adequate test operations infrastructure? 5. What is your team’s vision?
To do
Thinking why agile
The question of what agile means to you always requires careful consideration, and if you’re not sure, you can stop and think again.
Ask for support
This was extremely important in the early stages, and countless people fell at this stage. Support is divided into three aspects: 1. Support from superiors. Because agile activities are often initiated by technical people who like new things and challenges, the support of superiors plays a crucial role in resolving the conflict between Agile and organizational processes. 2. Support from front-line technicians, agile development is implemented by front-line technicians, so seeking their support and understanding will provide a grassroots voice for agile transformation. 3. Support from an Agile coach. It is best to have a coach or mentor assist you in introducing Agile.
Determine the project
Agile imports are generally tested on pilot projects and then phased out. All things are difficult at the beginning. A good start will greatly promote the whole transformation process. It is best to choose pilot projects with moderate scale and low failure impact, not too small projects, which cannot reflect the advantages and cannot be conducive to promotion.
Determine the team
The selected team is also very exquisite, the best choice of the team atmosphere is more active, can maintain interest in new things, at the same time the courage to challenge, members of high technical level, and a strong sense of responsibility, including design, development, testing. Note that the beginning of the team should not be too many, 5 to 7 people better.
Environment to prepare
Prepare a separate room for the development team, open development environment, and clear a wall for the task board, and a whiteboard or two. At the same time, it is better to have a continuous integration system, version management system and bug management system.
conclusion
Most of the current literature on Agile focuses on the shape of agile, but team culture may determine team effectiveness more than methodology. It is a doomed tragedy to be sensitive and insensitive.