Two main errors your agile project may have right now and how to solve them

Doing agile for software development is way beyond leaving the heavy documentation behind and produce more. According to an HBR study of 2018, 25% of enterprise companies are already using agile and 55% are in the process of doing the same. The data doesn’t lie: the masters of DevOps and Agile grow and are 60% more profitable than the rest. Agile brings many benefits, but it also brings new challenges built-in. The single point of adopting agile is already a major challenge. But after them, new challenges are still there and you might not have noted them.

1st — Involuntary blindness from POs

  • Solves questions from the development team on their tasks;
  • Keeps feeding the backlog;
  • Helps the Scrum masters with decisions for prioritization;
  • Eventually, changes prioritization and delivery plans because of special requests from the management;
  • Monitors metrics of the product;
  • Is responsible for meetings with high management to discuss the metrics she’s been monitoring;

Many of the items above would require a person full time working to fulfill it successfully. But given this load of work, the PO often leaves behind one important thing: hearing what the market is saying and still staying aligned with the macro strategy. By that I mean the PO frequently doesn’t have time to think, judge and decide appropriately after a new demand came from a BA (Business Analyst) or high management. Due to lack of time, she leaves behind the most important task of his job, which is enhancing the product. Let’s go over one example to better illustrate:

A page never used in a hotel website

The summary: we spent at least one entire month of work on a page that less than 5% of our target public was actually interested in. We wasted one month of money for a team with 4 dedicated people. There was no regulatory thing and no contract binding forcing them to have that page live. It was just a request from a board member. In that situation, the PO SHOULD have argued about not doing that and going for the e-commerce system as a priority. This was actually something the users were asking strongly.

But why did the PO let it stay that way? The answer: she didn’t know that page was about so few accesses. She was so dived into the deadline and reports and monitors and tests that she just accepted the request without questioning it. If she had had time to think about it, with the appropriate information from her BAs, she would have taken a better decision.

2nd — Deficient hands-off of tasks from the PO/BAs to the delivery team

The “just one more report”

The interesting part of this example is that the report was promised to be delivered after one week and took almost 2 months. The management had to wait for the new report to take new decisions because of the important information. The change from 1 week to ~2 months created an unneeded discussion between the project team and the management. All of that wouldn’t have happened if somebody with a brief technical vision of the project was involved during the grooming/prioritization of the backlog and had properly communicated with management.

If a task much bigger comes with no previous preparation, it generates delay. The way to solve it is to have technical senior people checking the backlog periodically and being closer to strategic decisions. This way they will be able to anticipate such moves and tackle big tasks little by little.

At last

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