AngularJS Providers

Sky-Tiger

Adopting a new concept often proves harder than it seems at first. Adopting Agile is definitely a case in point. Although Agile is still relatively new, hav- ing been formally defined by a meeting of seventeen signatories in February 2001 in their “Manifesto for Agile Software Development,” it has gained sig- nificant adoption over the past decade.1 At first glance, it appears that many software development–related companies have adopted Agile at some level. However, on further investigation, it appears that only some parts of Agile are being adopted and often in a spotty manner. A few data points that help us understand Agile’s current adoption levels include the following. A 2012 study on product team performance done by Actuation Consulting indicates that 71percent of surveyed organizations self-reported using Agile to some degree.2 This sounds significant, right? However, that study showed that only 13 percent reported that they are using “pure” Agile in the sense that Agile values and principles were being followed and iterative incremental techniques were not being mixed with other methodologies. A 2009 study indicated that

Sky-Tiger

When we discuss Agile adoption, we are talking about a change to the organi- zational culture. Culture disruption is never painless. This is because adopting Agile is not a matter of learning skills or understanding a procedure, it is about adopting a set of values and principles that require change in people’s behavior and the culture of an organization.
Generally, a skill change is easier than a procedural change, and a procedural change is easier than a culture change. A skill change is limited to how an individual operates or maintains an asset and is fairly mechanical. A proce- dural change is a change in the steps to get something done and can also be fairly mechanical but is of a higher order than a skill change because a chain of employees needs to deploy complementary skills in a coordinated and effec- tive way. A culture change implies a behavioral change in people in response to a change in the values and assumptions of their organization that is expres- sive of a new way of thinking. This kind of culture change takes time. This is why I suggest that you think of your change to Agile as a journey.
Getting people to change their outward behavior is notoriously difficult. Getting them to change their mindset is even tougher, because they must come to endorse, internalize, and really believe in the change. Figure 2-1 graph- ically represents the relative magnitudes of change and adjustment periods for changes in skills, procedure, and culture. The further up the change type axis you go, the greater the magnitude of change and the more time is needed to implement that change. Culture change is a transformation that involves the most change and requires the most time for an organization to adjust.

Sky-Tiger

Imagine for a moment that you are in Italy. You learn to drive a Ferrari and enjoy driving it around. Does this make you an Italian? Of course not. You have learned an exciting new skill on an Italian machine, but it doesn’t mean you can interact as an Italian with locals around you.
Now imagine that you have learned enough Italian that you can walk into a café in Rome and order a fette biscottate and caffé e latte for your colazione. Does being able to order breakfast make you an Italian? Of course not. You know the procedure and vocabulary for ordering breakfast, but it doesn’t mean you can interact as an Italian with the locals. To the Italians around you, you stick out like a sore thumb.
Now imagine that you have lived in Italy for several years, immersed yourself in the language, and adopted the local customs (instead of shaking hands, you air-kiss on both cheeks). You have achieved a sophisticated understanding of Italian wines and the precise weight of the cloth needed for your clothing to hang elegantly. You engage in animated discussions with the locals about the various regions and subcultures within Italy. Does all this make you an Italian? It won’t right away, but the Italians around you will credit that you are making an honest effort to change your behavior and are really attempting to under- stand not only how Italians do things but why they do things. Over time, your own culture will change enough that you start internalizing the Italian culture. There's the key correlation: a culture change of large enough magnitude to be internalized and recognized as “being Italian” will take you a lot of effort expended over a long time.
Many who have implemented Agile think that it is a procedural change that can be layered into their organization with little change to their current culture. I believe the contrary: if you don’t think Agile should fundamentally change