I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) Then, in Part 2, I asked those unemployed agilists to review their functional skills, the skills people need to do a product development job well.
While those skills are useful, they are not enough. That's why I then asked people to review their product-oriented domain expertise and agile-focused domain expertise in Part 3.
If you have sufficient functional skills, domain expertise, and agile expertise, use the advice in Part 1 to iterate through your resume. I strongly recommend you get a line job, not a staff job. If you don't have those skills yet, obtain them with your next line job.
However, just because people paid you for your past work does not mean they will pay you in the future. All jobs evolve and change as any industry changes. Especially because I see “Agile” as in the “trough of disillusionment” in the Hype Cycle.
Review the Hype Cycle and the Satir Change Model
Do you know about the Gartner hype cycle? it looks remarkably like the Satir Change Model. (Insert maniacal laughter here.)
But in the hype cycle, that trough of disillusionment (the Transforming Idea in the Change Model) is where people realize there is no silver bullet. Especially, Agile is Not a Silver Bullet. Every change requires work. We can't get something for nothing, and agility requires that managers change the culture.
When managers do not change the culture, they cannot reap all the benefits of agility. Sure, if a team reduces its feedback loops, the team will learn faster. In addition, more frequent customer and internal feedback can help create a better product.
But when managers cannot change and, as a result, do not change the culture? That's the bounce-back to pre-agile ways of working.
No one can force change on people with more hierarchical power. Instead, we can invite them to change, by showing the value with the pirate metrics. And, us agilists need to change.
Bounce-Back Means Agilists Need to Change
In general, the agile community has either ignored or blamed managers because managers did their jobs. (Just look at the manifesto. It has nothing for managers and no link to any form of corporate value. I'm not blaming the manifesto writers—no one invited a manager-type person to the meeting. And even if they had, I'm not sure us management-types would have had the words and ideas we have now.)
Many of us agilists have been trying to help managers change. I wrote the Modern Management Made Easy books to support more humane and agile ways of working, but not because these ways are agile. These practices are the most effective ways to manage.
Back in 2011, I wrote this article: Agile Has Not Crossed the Chasm, A Contrarian View. While we now know how to manage agile and lean programs (with both hardware and software) and create an agile approach to the project portfolio, too many organizations do not use those approaches. That's because flow efficiency thinking is so contrary to general accounting practices.
Instead, these reasonable managers look for a framework or method that does not require management change.
Successful agilists don't expect managers to change. Instead, agilists need to change. If you're unemployed, you can change the jobs you look for and how you use agile approaches. One big idea: integrate agility everywhere, not only in the teams.
Integrate Agility Everywhere
If you've been an agile coach or a Scrum Master, ask yourself how you can integrate agility into your work. Yes, do start with the pirate metrics (from Dave McClure's 2007 talk) so you can focus on the value you can provide. And use the flow metrics so you can see progress.
Consider these ideas to make agility (not a specific agile approach) more valuable to the managers:
- Instead of “pushing” agility, how can you make agility something managers want? (How can you show the value of more agile ways of working?)
- Start any agile effort at any level with principles, not practices. Here's a quick tip: Never do a standup with the old three questions. Instead, walk the board. See Shorten Team Feedback Loops with These Three Questions to Increase Throughput for some ideas.
- Limit your WIP. So many agile coaches and Scrum Masters want to do “everything.” Or teach “everyone.” Or some other large WIP. How can you show your value doing one or two things extremely well? And then, add more WIP?
- Never use story point estimation or measure velocity, because they actively remove value from what managers need to know. Instead, measure cycle time and decide if your current cycle time is okay for your needs.
When you use your agility to increase throughput, reduce WIP, reduce cycle time, and decrease the aging of all of your work, you offer more value.
Agility, in terms of adaptability, helps us through the hype cycle when everything changes.
Agility and Adaptability Help Manage Careers
As far as I can tell, the world changes constantly. That's why I wonder when agilists tell me they need to do anything “by the book.” The whole point of agility is to learn from what we did before and use that knowledge to adapt to take the next bit of work. (See this post on my other blog: Where Are You in Your Changes? That blog is all about adapting to change.)
If you only know one agile approach, do some research and read what I suggested in Part 3. If all you know about agility is from one approach, learn more.
But even more importantly, integrate adaptability and agility into your life. That will help you as you manage your career and any future job changes.
Good luck.
The Full Series
- Unemployed Agilists: How to Show Your Value to Support What Managers Want, Part 1
- Unemployed Agilists: How to Move from a Staff Role to a Line Job, Part 2
- Unemployed Agilists: How to Increase Your Value to Get a Great Job, Part 3
- Unemployed Agilists: Review the Hype Cycle & Your Agility to Help You Manage Future Job Changes, Part 4