Agile, People, Project Management, Requirements, testing, User Stories

#1 skill for #agile and #traditional project team members – “Enough-ness Sense” #pmot #baot

I’ve had the good fortune on being on small, medium, and large traditional and agile teams. As I’ve worked on Agile teams recently, I’ve come to realize that both types of teams require one non-technical skill above all others. (In my humble opinion) Interestingly enough, this skill is required on both traditional and agile projects but in contrasting ways.

The one skill

What is the one skill I refer to? Enough-ness Sense. ūüôā

What is Enough-ness Sense? It is the skill to know whether the work has been done to the appropriate level for the circumstance.

Funny enough, (har-har) this¬†Enough-ness Sense plays contrasting roles on traditional projects versus agile projects. On traditional projects, the¬†Enough-ness Sense is used to sense when we have done enough planning and analysis and we should move to developing and other doing activities. Without this sense of¬†Enough-ness Sense, sometimes traditional projects get stuck in analysis-paralysis and an inability to move until all the intricate details are known. Professionals with¬†Enough-ness Sense know the difference between an important factor that needs to be defined and unimportant factors that can be determined at a later time. This can be seen in how detailed the analysis and design documents are. Chances are if your documents are greater than 50+ pages you don’t have enough¬†Enough-ness Sense.

On Agile projects, the effect of¬†Enough-ness Sense is the reverse. Here the¬†Enough-ness Sense is used to ensure we don’t start work until we have enough of an overall solution and design. I have seen some Agile projects jump into development too early without an end-to-end thought out design. These projects then usually suffer from large rework and scope increases later as key elements were not considered and planned for. If you start coding without a User Story Map or some general design work, you probably don’t have enough¬†Enough-ness Sense.

In both scenarios, this Enough-ness Sense is crucial. And it is not specific to one role. The Enough-ness Sense is used to determine is the plan, requirements, code, and tests are at an appropriate level? It is a critical skill for a person to be able to look at the risk inherent in the situation and determine the appropriate level of thought required.

The negative side of Enough-ness Sense

So what happens if you don’t have enough¬†Enough-ness Sense on your project team?’

On a traditional project, this will result in waste. There will be too much planning, too much analysis, and too much design. Funny enough, it usually doesn’t result in too much coding as that is the last activity being done. But in some cases of gold-plating it can result in too much code.

On an agile project, this will result in rework. There will not have been enough planning, analysis, and design to envision a cohesive solution. As such, changes occur on the project not due to changes client requirements but rather because the project team did not think something through. It is a fine line to embrace change but to not use it as an excuse to not think something through. Agile is about embracing client change,  not a lack of thoroughness on the team.

Summary

Enough-ness Sense is critical for success on both traditional and agile projects. Unfortunately I don’t know how much¬†Enough-ness Sense is enough. (har-har)

About Terry Bunio

Terry Bunio is passionate about his work as the Manager of the Project Management Office at the University of Manitoba. Terry oversees the governance on Information Technology projects to make sure the most important projects are being worked on in a consistent and effective way. Terry also provides leadership on the customized Project Methodology that is followed. The Project Methodology is a equal mix of Prince2, Agile, Traditional, and Business Value. Terry strives to bring Brutal Visibility, Eliminating Information islands, Right Sizing Documentation, Promoting Collaboration and Role-Based Non-Consensus, and short Feedback Loops to Minimize Inventory to the Agile Project Management Office. As a fan of pragmatic Agile, Terry always tries to determine if we can deliver value as soon as possible through iterations. As a practical Project Manager, Terry is known to challenge assumptions and strive to strike the balance between the theoretical and real world approaches for both Traditional and Agile approaches. Terry is a fan of AWE (Agile With Estimates), the Green Bay Packers, Winnipeg Jets, and asking why?

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