1. RIGID PLANS: timeline/budget is not adapted when new insights into problem/solution are uncovered
1.1. initial estimate is too low and plan is not sufficiently corrected with new insights
1.1.1. Some agile remedies:
1.1.1.1. adaptive planning
1.1.1.1.1. plans are not static but adapted accordingly
1.1.1.2. test early your assumptions and use tight inspect/learn/adapt loop
1.1.1.2.1. front-load high risk exposure
1.1.1.2.2. front-load highest customer value
1.1.1.2.3. seek the 20-80 zone early
1.2. estimates and reestimates are continually on low side
1.2.1. Some agile remedies:
1.2.1.1. Use reference class forecasting instead of absolute effort estimation to move us statistically into the middle
1.2.1.2. Reduce the (absolute) size of the estimation variation by working on smaller projects
1.2.1.3. Make estimation assumptions more visible/transparent
1.2.1.3.1. what has been accounted for and what hasn't
1.2.1.3.2. which should provide justification for more or less contingency
2. INDECISION & DENIAL: excessive time taken to realise that cost of suitable solution > org budget appetite or > projected benefits
2.1. desired solution keeps growing or morphing
2.2. black swans are uncovered
2.3. Some agile remedies:
2.3.1. Reward/celebrate decisions to stop projects that going west early
3. INEFFECTIVE PROGRESS: progress is slower than expected
3.1. quality problems cause rework and failure demand
3.1.1. due to poor foundational work and rigour
3.1.1.1. Some agile remedies:
3.1.1.1.1. simple but malleable foundation
3.1.2. due to legacy technical debt
3.1.2.1. Some agile remedies:
3.1.2.1.1. build quality in (BQI) plan
3.2. people don't have the right skills/experience
3.2.1. Some agile remedies:
3.2.1.1. don't commit until you have the right people onboard
3.3. people aren't given the right access to systems, tools, environments, etc. needed
3.3.1. Some agile remedies:
3.3.1.1. aggressively address impediments
3.3.1.2. proactive risk mitigation
3.3.1.3. thin end-to-end slices to ensure everything is in order
3.4. people are disengaged
3.4.1. Some agile remedies:
3.4.1.1. sustainable pace
3.4.1.2. seek to grow individual and team intrinsic motivation
3.4.1.2.1. self-organising teams
3.4.1.2.2. servant leadership
3.4.1.2.3. clear and inspiring mission
3.4.1.2.4. shared ownership
3.4.1.2.5. trust, relatedness and psychological safety
3.4.1.2.6. competency and mastery
3.4.1.3. sufficient focus time (personal flow)
3.4.1.4. ability to make meaningful progress and few setbacks
3.4.1.5. continuity of work
3.4.1.5.1. stable goals
3.4.1.5.2. stable teams
3.5. people turnover
3.5.1. Some agile remedies:
3.6. ineffective operating model
3.6.1. slow decisions
3.6.1.1. Some agile remedies:
3.6.1.1.1. decentralised decision making structure
3.6.2. too much waiting time between tasks
3.6.2.1. Some agile remedies:
3.6.2.1.1. alignment of teams to customer value stream
3.6.2.2. too many hand-offs
3.6.2.2.1. Some agile remedies:
3.6.3. competition/disharmony between teams/mgmt
3.6.3.1. information hording within teams
3.6.3.2. uneven spread of information among teams
3.6.3.3. lack of alignment between teams
3.6.3.4. in fighting
3.6.3.5. Some agile remedies:
3.6.3.5.1. shared ownership of a single prioritised backlog
3.6.3.5.2. a clear view on the upcoming pipeline of work
3.6.3.5.3. effective leadership
3.6.3.5.4. collaboration over competition values
3.6.4. slow/difficult communication between teams
3.6.4.1. Some agile remedies:
3.6.4.1.1. information radiators
3.6.4.1.2. collaboration over contract negotiation values
3.6.5. information distortion (e.g, effects of chinese whispers)
3.6.5.1. Some agile remedies:
3.6.5.1.1. remove the middleman
3.6.5.1.2. information radiators
3.6.6. information and capability loss
3.6.6.1. Some agile remedies:
3.6.6.1.1. information and capability redundancy (2 bus rule)
3.7. lack of focus
3.7.1. people are time-sliced
3.7.1.1. Some agile remedies:
3.7.1.1.1. reject time-slicing as a valid option
3.8. lack of a clear and common direction
3.8.1. competing priorities
3.8.2. people not working on most important things first
3.8.2.1. disregarded plan
3.8.2.2. vague plan
3.8.3. Some agile remedies:
3.9. Some agile remedies:
3.9.1. continuous learning mindset
4. UNSUITABLE SOLUTION: delivered solution is not fit for purpose
4.1. lack of early/often feedback loops
4.1.1. technical
4.1.2. customer/market
4.1.3. Some agile remedies:
4.1.3.1. tight test and learn loops
4.1.3.2. close customer collaboration
4.1.3.3. early technical exploration