Have you ever had an executive, a board member, or some other high-ranking person tell you what to build? How were you able to stand up to them? And keep your job? Decreeing the solution happens with such regularity that my Product Owner course is designed to mimic the situation.
I was sitting with a team when their manager came in and asked, “Hey. Are you guys finished with this feature?”
The Scrum Master responded, “We haven’t even had time to even begin the discovery on it yet.”
The manager looked surprised and said, “Oh, OK. Would you let me know when I can see it?” and walked out.
It really surprised me as the feature seemed trivial and so I asked, “What do you need to learn about this? It seems really straight-forward.”
“You’re right.” he said, “We could just build this. But we don’t want to.”
Many people are familiar with process evaluation like The Nokia Test. There are also mash-ups of popular assessments, and I like The Borland Agile Assessment about the best, because it focuses on qualities (We work in an environment of trust and respect), rather than compliance (Single Product Backlog).
Jeff Patton wrote an article, Performing a Simple Process Health Checkup that is based upon properties taken from Alistair Cockburn’s book Crystal Clear. The following is a modified version that a client and I put together for their context.
Here we are with another Misadventure in Agile Discovery (MAD). This one pairs well with the first misadventure, the separate discovery team. Even when that mistake is corrected and a balanced team is working together through discovery and delivery, the team may decide to spend some time furiously creating a slew of new ideas.