Kane Mar

Over the last few years we’ve seen the introduction of Agile software development into the mainstream. In 2006 the Agile Alliance are claimed that Agile frameworks had crossed the chasm. Frameworks such as Scrum have been seized upon by management and they are the ones who are now controlling the introduction of Agility.

The reasons for this are quite understandable. Management are simply looking for ways to improve how technology (and especially software) is created. And why shouldn’t they? As a profession we have been spectacular in our failures. We have deliver low quality code, at a cost that’s greater than what was promised, and we’ve delivered it late. We should expect there to be changes to this state of affairs.

“We must be the change we wish to see.” – Ghandi.

In a rational world we would all look at different competing ideas and come to some consensus on what is a good idea and what is a poor idea. We would all agree when certain approaches are applicable and when they are not. We would all be borg. But we live in a world that’s far from perfect and people compete against each other for promotions, job security, and individual financial gain.

When we introduce Scrum into the mix we have the potential for great upheavals in a company or organization. There is the potential for changes of those in positions of power, some people will be reward and some will be disenfranchised. Understanding how to adapt to these new changes has become an increasingly important skill. I’ve seen several talented and well position leaders fall by the wayside, only to be replaced by persons with less ability but with fortune (and the right politics) on their side.

“There is nothing more powerful than an idea whose time has come.” – Victor Hugo

We are not powerless. We all have the ability to control how we behave and our interactions with others. Surviving organizational change is a skill that can be learnt and mastered. Here are my top five skills to surviving the shift to Agile software. With luck, mastering these skills will not only help you maintain you’re position within a company but may even help position you for the next rung up the ladder.

Five ways to survive Scrum

1. Don’t resist change; be open to experimentation. This is really what it’s all about. If management want to introduce Scrum, then they will. If you wish to stay, there is really only one choice and that is to be flexible and accept change. Change can be very scary because it means that you’ll have to redefine yourself. If, for example, you’re a recognized expert in UML diagrams, you’ll have to figure out how this can be applied. One approach is to identify the Scrum equivalent of you skill, and then learn everything there is to know about the new domain … make yourself an expert in both the old domain and the new domain.
2. Find one idea that you like and beat it to death. Scrum isn’t new. It’s a collection of ideas from Toyota’s Production System (TPS) which in turn drew heavily from the work of Deming. And there is sufficient complexity and material for there to be something of interest for everyone. Find a single idea that you like. This may be something as simple as two week iterations, or Continuous Integration, or Test-Driven-Development, or the prioritization of work … anything! And then espouse this single idea enthusiastically and vocally. The point is that by adopting a pet practice and espousing it in every meeting, people will interpret your voical support of a technology or practice as support for management.
3. Never critise without first presenting something positive. Criticising a new approach is always very difficult. In order to do so, you need to first say something that is very positive. This is a common ToastMasters practice that they call CRC – Commend, Recommend, Commend. Start by stating what went well, then make some recommendations on what could be improved. Finally, finish on a high with something to make the feedback feel positive rather the negative. Its not about criticism but feedback.
4. A dead ScrumMaster is a useless ScrumMaster. Ken mentions this in his second book, and it has become a common phrase within the Scrum community. It basically means, if you are no longer part of a team then you no longer have the ability to help them improve. It’s a cautionary tale about picking your battles, and knowing which are better left until another day.
5. Fake it until you make it. Change within an organization introduces a great deal of opportunity and this can be used to your advantage. By presenting an image that’s agreeable to change, supportive of management, and willing to learn new technology practices you may be able to establish yourself as the goto expert. Even if you don’t fully feel this way about yourself, simply presenting this view will start you down the path of agile software development. Before you know it, colleagues will be coming to you for advice!

When change impacts us, we need to examine our own motivation and behavior. It’s easy to feel threatened and defensive, and to express this in a negative way. But change need not be threatening. We have the ability to control our behavior and how we express ourselves. With a little self reflection and practice it is possible to see the benefits and opportunities that comes with change.