We’ve trained up on Agile, now let’s get back to work. There’s not a minute to lose!
This can’t be right, say Executives and Product Managers. We’re supposed to be able to tack from minute to minute because the market calls for reactivity and hairpin turns.
This can’t be right, say the developers. We’re supposed to be able to develop in a dark corner until we deliver the full product you asked us to built. We should be left alone for the next two years, if need be.
At first it may seem a disappointing compromise to both the "business" and development, but Agile finds the healthy intersection of the two extremes. Development DOES take time and focus. If an organization does not allow for that, only the smallest implementations, and very little truly innovative work can be developed. The market DOES require adaptivity and quick shifts. If that doesn’t happen, viable products aren’t delivered, revenue isn’t generated, companies fold.
So, what would happen if we time-boxed development cycles so that every 2-4 weeks, we could depend on developers to built a Minimally Viable Product (MVP)? Not the whole kit and caboodle with all the bells and whistles, but just the essentials. Let’s say we were developing an app for finding the best business blogs? We might first build a simple search interface using Google that tracked down most trafficked sites with the top three keywords. That’s it. Nothing more. Developers would have 2 business weeks to focus only on that small manageable development task. Then Product Owners and management would have a complete and deliverable product to get out to the consumers after 2 weeks. Is two weeks fast enough to deliver a product to market? Most would say yes. Is 2 weeks of uninterrupted development time long enough to do some version of valuable work? Most would say yes.
Your team will likely be initially uncomfortable adapting to the Agile paradigm, but stick with it. Everyone will be feeling the benefits soon enough.