I am the person in charge of a start-up inside a corporate of Vietnam. I have my own team and our own products. We gather from 7 people, who want to “change the air” after stressing out with strict-and-tight management way from the corporate. We don’t follow Scrum and Lean startup fully. We gather together and start with asking “why” every week and trying to find what is actually needed for our team. Fortunately, now we have a team with 7 specific characteristics but a same goal and a same way of making decision. And it works and gives us the result.
Observing other teams inside and outside the corporate, they are doing so many of works, which they call as Agile such as sticky notes, boards, TDD, ATDDD, filling out the priority of each work items… Everything is seemed to be ok with full of data, with full of agile artifacts. However, why this project could not be ended? Why the scope is still too big? And why running for 2 – 3 years, the project is seemed not to solve a specific problem in the real?
We look deeply into these projects and found out that they do Agile things because the books and managers say about that. They forget to ask themselves deeply about why. Sometimes they understand but not to be brave enough to fighting with managers and even customers to give them the chance bring the actual value in real.
And meet by chance, I met the book the Nature of Software Development by Ron Jeffries on October 2015. What I mention above is describe naturally and interestingly in this book.
In the proposal, I would like to share learn-lessons which I have learn with my product Salesquick and combine with the content of the above book. In detail:
- Focus on value (what customer need? It could not be determined at beginning of project, it is figured out on the way we do? Sometimes we need to educate customer, sometimes need to fighting? If you do not strong to doing that, you probably building a stupid thing)
- Sense what the team need? Stop doing things because it is in fashion (Scrum or not, what to keep doing, what to get away?)
- Managing by looking at value works better than managing by dates or artifacts that don’t deliver value.