All movements have a collection of sayings and catchphrases, agile and lean are no different. Sayings and catchphrases are metaphors that help guide behavior, however, as Gene Hughson, a long time blogger and contributor to SPaMCAST constantly remind us that thinking in bumper stickers is dangerous because they can obscure broader thought.  Sayings further lose value as they are modified or synthesized into versions that close to the original but lose some of the punch.  Today we begin the process of sorting through different sayings and identifying those that still have power and punch.  Today we tackle a category titled, “Fail Fast and More”

Trying something and learning from the act is as old as human experience. These acts of learning are experiments. Experiments are a tool to gather the data needed to determine whether any specific change will work. Experiments can be grand affairs with huge budgets or as basic as adding an overly ripe banana to pancake batter to see if the result will taste good. Much has been written about creating environments in which team are safe to try new ideas (because experiments in the workplace are rarely 100% safe). There are numerous adages used to promote the idea of experimentation, many keying off the lean-startup idea of ‘failing fast’.  The SPaMCAST Blog and Podcast audience have provided several. Which two are most useful in conveying the role of experimentation in agile and process improvement.

Over the next six days, we will ask for your input on six categories (one per day). On December 26 and 27th we cross the categories for two semi-final polls with the final poll on December 28th.  The ultimate agile saying, at least according to the SPaMCAST community will be announced on January 1st!

Open until 25 December 23:55 (vote early and often – 🙂 )

Do you have a better saying to promote experimentation?   Add it!

Getting to graduation reflects commitment and learning.

Getting to graduation reflects commitment and learning.

Every project is a learning activity, whether the project is a simple maintenance activity or the most complex development project. In every case we are looking for a means of solving a business problem. Alistair Cockburn in his keynote at the Scrum Gathering in Las Vegas, 2013 rephrased the oft repeated Agile and lean start-up catch phrase, “fail early, fail fast” as “learn early, learn fast.” Agile attacks the concept of learning early by breaking work into small components and having the team commit to tackling those components a piece at a time. The benefit is derived by getting to functionality early rather than waiting until late in a project to know whether the right functionality has been developed, or even, if it can be developed. The earlier we answer the questions we have about how and what we are doing the better. The Agile techniques of breaking work into small components, then tackling them in a manner that returns the greatest amount of early learning is a risk reduction mechanism.

In Learn Early, Learn Often” Takes Us Beyond Risk Reduction[1], Alistair Cockburn suggests that all projects seek to answer four questions.

  • How can we learn to build what is desired?
  • How can we learn how much it will cost (time, money, people)?
  • How can we accelerate the team learning how to work together?
  • How soon can we correct the mistaken assumptions in the design?

Agile provides us with a set of mechanisms to develop answers to these four questions early in the project. Story writing and backlog grooming takes larger components and breaks them into pieces of work that can be taken into a sprint and completed. This supports getting to done and then to feedback as a tool for learning.  The act of committing to the work, saying what you are going to do and then doing what you said, provides both transparency and a feedback mechanism. Transparency lets stakeholders understand how the team is attacking the work to solve the business problem and at the same time how the team is progressing. The act of delivering and demonstrating/reviewing work at the end of every sprint generates feedback which can be translated into knowledge and learning.

Agile supports a culture where commitment and learning not only can co-exist but actually work best if they do co-exist. If we view every project as a potential risk that can only be mitigated when the right business value is delivered, then each project represents a set of decision points where feedback is required to guide the work towards value. The impact to overall project risk reduction based on learning early in the project what will work and what won’t work or what the real business needs are, will increase the potential for the project to succeed. Committing to deliver complete units of work at the end of every sprint puts the team and the stakeholders in position to understand unknowns that cannot be exposed without hands-on exploration. The combination of commitment and learning early lowers the risk of delivering and then being surprised.


[1] How “Learn Early, Learn Often” Takes Us Beyond Risk Reduction , July 3, 2013, http://alistair.cockburn.us/Disciplined+Learning

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