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Сommon Agile problems or when to rather use some common sense
I would like to talk about a really hot development topic – Agile. Nowadays this methodology may be used without prior consideration when it’s not really needed in the first place. The bad thing is that this methodology is frequently used without any alterations and consideration of current processes just because “it works this way somewhere else”. Sometimes Agile couches bring a lot of mess with their citing from Agile manifesto and pure ignorance of anything else. Surely, the thing I’m talking about is just my personal opinion based on my observations and interaction with colleagues from some different companies. Let's talk about one of the common Agile problems.
First of all, I must say I don’t hold anything against Agile when you deal with a start-up or an isolated team. This way it’s going to work. Since you don’t need (or can) have various teams, your independent and multifunctional one is going to perform well.
Let’s imagine a peculiar situation, which was an inspiration to a bunch of wrong scenarios. Your product is growing. It’s split between two business currents; there are two tech teams under one lead and five under another one. Surely, the tasks of various teams go to the same services and components. Each part of the page is divided among some teams but the whole page belongs to everyone. If you scale down to the situation when one product belongs to 2-3 teams, there are still some problems. The problems with Agile will rise since the teams cannot be independent one from another according to project’s infrastructure. Their changes should be synched with other teams’. Otherwise it’s going to raise a conflict on the one page of the project. If you think you can be independent without thinking of others, your project is going to fall apart as a house of cards. Here you come to understanding that something should be changed. However, you encounter an active resistance of the people who were hooked by Agile as their go to solution. You see that they discourage and fear any other solution that may help the team.
At the end a good idea implemented in the wrong circumstances causes more trouble than good. Here you should always look at the task and see whether the instrument works. If your company or department starts to grow, think ahead of potential communication problems and responsibilities, which are overlooked in classical Agile. Try out your ideas, read how people manage in similar situations. For example, there is a branch called ‘less’ – Large Scale Scrum. Don’t be afraid to go out of concepts that don’t work for you. The expectation of things getting well will cause you more headache in the long run. Try adding some improvements step-by-step, gathering some feedback, leaving the working tricks and keep trying. Even when you stabilize the process, the following growth, augmentation of tasks or market calls will make you come back to this adaptation process. Keep trying, go forward and everything’s going to be okay.
Want to know more about common Agile problems and ways to solve them? Welcome to our "Agile in practice" course! After taking this course you are going to know how this methodology works, how to implement it and how to help your colleagues and subordinates to understand the basics of Agile. You will also find out how to perform efficiently using this methodology.
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