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John Gillespie MBA, MSCS, PST is a technology and transformation executive with significant experience in data centers, solutions architecture, and continuous delivery including mobile application development and product management in financial institutions. For the past ten years, he has guided organizations in the adoption of Lean/Agile frameworks and has been integral in leading enterprise-wide transformations. As an entrepreneur, John founded 2 profitable technology firms selling one to a publicly traded company and the other to a venture capital firm. Through his affiliation with Scrum.org John is licensed to teach all of the Scrum.org classes. He earned an MBA specializing in finance and leadership from NYU Stern School of Business and an MS in Computer Science along with a BS in Economics.
Contact me to discuss how your organization can leverage Scrum to improve your business agility.
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John Gillespie
In the world of tech, many industry giants such as Google choose to use a management framework known as Objectives and Key Results (OKR).
Oct 7, 2019
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John Gillespie
Does your firm exceed your customer's expectations regularly? Is just meeting expectations good enough in your market? Businesses pursuing an improved ability to deliver customer value using Scrum face numerous challenges.
Sep 26, 2019
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John Gillespie
Millennials in the workplace. Agile and Scrum can help virtually any organization, from small startup tech businesses with mostly young employees to well established Fortune 2,000 companies with a much more experienced staff.
Aug 26, 2019
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John Gillespie
Have you heard the term “lamp post metric”? [i] This is a measurement that is easy to gather and may even seem like common sense. If you lose something on a dark night, where are you going to look?
Mar 24, 2019
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John Gillespie
The Agile Manifesto statement of “Customer Collaboration over Contract Negotiation” is less than helpful when it comes to writing contracts for projects to be worked in an Agile fashion. Contracting for Agile software development projects continues to be a major organizational impediment.
Oct 9, 2018
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John Gillespie
Does your Finance Department discourage Agile software development because it would all be charged to operational expense?
Jul 28, 2018
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John Gillespie
Behavior Driven Development (BDD) and Test Driven Development (TDD) are Agile Practices that are complementary to the Scrum framework. Both are focused on improving the quality of the software product under development. That said, they approach building valuable software from different perspectives.
Jun 27, 2018
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John Gillespie
The question remains as to why managers continue to plan projects based on sequential assumptions.
Nov 1, 2017
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John Gillespie
When an organization decides to embark on an Agile Transformation, the first question should be, “Why?” What does leadership hope to achieve? Will the chosen path lead to improved ability to deliver high-quality business value? Once the goals of the Agile Transformation are identified, leadership should consider something that Ken Schwaber, co-creator of Scrum said over five years ago:
“I estimate that 75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it . . . Scrum is a very simple framework within which the “game” of complex product development is played. Scrum exposes every inadequacy or dysfunction within an organization’s product and system development practices. The intention of Scrum is to make them transparent so the organization can fix them. Unfortunately, many organizations change Scrum to accommodate the inadequacies or dysfunctions instead of solving them.”
If your teams are bolting on a few Scrum events such as the Daily Scrum to an iterative waterfall software development lifecycle without understanding and embracing Scrum core values, it is a safe bet that you will not achieve the business agility envisioned at the outset of your Agile Transformation.
Is the organization adopting an “Agile-ish” approach as opposed to an Agile Transformation because mid-level management does not want to trade “command and control” with servant leadership? Does middle management believe current processes have already been optimized and that there is no need for continuous improvement? Or is the failure to implement Scrum related to fear of change and transparency?
Having a team perform waterfall iterations is not a reasonable facsimile of an Agile approach.
How many of the four foundational values from the Agile Manifesto[1] does an iterative waterfall approach embody? How many of the 12 principles[2] does it employ? Few if any, as most iterative waterfall teams still apply a significant upfront design phase. An iterative waterfall-based project plan measures progress via arbitrary milestones that do not typically include delivering working software to stakeholders.
When is the last time you attended a program review meeting where everything was stated as “GREEN” though no evidence of working software or customer feedback was provided? “GREEN” is of little consequence without delivering working software. Does “GREEN” mean that you failed to identify “RED” feedback? Is this lack of transparency willful misdirection? Scrum, in contrast, would highlight the deficiencies as they are encountered while delivering a working product increment each Sprint. This real-time feedback provides information while there is still time to act on it to improve the project. An Agile-ish approach may give you some insight at the time of a post-mortem, but that doesn’t allow for any course adjustments in your current effort.
So, have you succeeded with your Agile Transformation or have you “Kind of… Not”? Have you decided not to address the organizational impediments that the Scrum framework makes visible? Now may be a good time to revisit the reasons for initiating an Agile Transformation.
[1] http://agilemanifesto.org/
[2] http://agilemanifesto.org/principles.html
Oct 13, 2017
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