Tales From The Agile Trenches Chapter II: Turning Discontent into Collaboration
Introduction
In March 2021, our virtual weekly Agile coaches meeting revealed a brewing issue. Our Agile transformation journey had started just three months prior, but one team called “Producto” was clearly struggling. Peter, their Agile coach, always claimed, “All good on my end, no issues,” during our discussions. However, behind the scenes, things were far from perfect.
Identifying the Problem
Conversations with the team’s Product Owner revealed significant issues. The team was experiencing numerous challenges, and Peter’s lack of Agile and coaching experience made him unsuitable for guiding them. Recognizing the problem, my Team Lead asked me, “Would you like to be the Agile Coach for Producto ? It’s a tough situation.” I accepted the challenge.
Initial Observations
Without much handover, I started attending the team’s meetings. My initial goal was to observe their product, practices, and dynamics. I noticed that the Product Owner acted as a Team Lead, and the team relied heavily on her for direction and decisions. The daily 30-minute meetings often stretched to an hour, covering a wide range of topics but rarely ending in solutions.
Their Jira board was a mess. With 50 tickets in progress and over 200 in the backlog, there was no clear process for moving tickets to 'Done.' The lack of a 'Definition of Done' further complicated matters. One team member was trying to keep things organized, but this only added pressure on the rest of the team.
Coaching Approach
I began with long discussions with the Product Owner to understand her perspective. We spent around 10 hours in initial meetings. These sessions were exhausting but necessary to steer the conversation in the right direction. The Product Owner, a perfectionist, was overwhelmed and lost. She admitted, “Achilles, I am disgusted with anything that has to do with Agile.” Despite this, I remained a silent observer, taking notes.
I informed the team that I would start asking questions and pointing out issues I observed. My approach was to suggest and experiment rather than dictate changes. Some key questions included:
“Do you feel like a team or a group of people?”
“Do you know your goals? Do you even have goals?”
“Do you know the company’s strategy?”
These questions were designed to help the team find their place within the company, beyond just Agile practices.
Implementing Changes
We fine-tuned several aspects over the months:
Adjusting the frequency and duration of weekly meetings.
Managing meeting agendas initially to keep discussions focused.
Evaluating the necessity and usage of Jira.
Clarifying team members' roles and responsibilities.
Addressing the dominance of certain individuals in discussions.
The process involved a lot of trial and error. We experimented with various meeting formats: meeting every other day, twice a week, one longer meeting with two shorter ones, and so on. Initially, I managed the meeting agendas to ensure discussions stayed focused and relevant. Once I was confident the team understood the importance of aligning with the agenda, I handed it back to them.
Progress and Results
The team made significant progress in a few months. They streamlined processes, improved dynamics, and began presenting their product’s progress to other teams for feedback. Eventually, they appreciated Agile, using its parts that helped them do their jobs better.
One of the key turning points was when the Product Owner began to trust the process and her team. Her transformation from a perfectionist, and overwhelmed leader to a confident and supportive guide had a profound impact on the team. They started to feel like a cohesive unit rather than a group of individuals.
Conclusion
In summary, my approach involved:
Focusing on people rather than processes.
Suggestive and experimental methods rather than directives.
Genuine interest in team members as individuals.
Introducing Agile terminology gradually.
Playing by the team’s rules.
This story illustrates that with the right approach, even the most skeptical teams can embrace Agile and thrive. By focusing on the people, understanding their unique challenges, and guiding them through a process of discovery and improvement, we were able to turn skepticism into success.
Are you facing similar challenges in your Agile journey? Let’s connect and explore how tailored coaching can transform your team's dynamics and productivity. Reach out today for a consultation and take the first step towards a successful Agile transformation!