My experience is that we focus on starting Agile transformation at Engineering/Technical teams is easiest way to do considering popularity of "agile" in software development space. But as soon as you get a team up to certain maturity level, you will be able to deliver a piece of software continuously. I were in a phase like that. And I still didn't see lots of satisfied customer faces.
So what has been wrong? There are few things that I found that we can do better:
- Didn't engage customers in story discussion and delivery (we only involve customer proxy - Product Manager in the discussion)
- Treat deploying to production as full stop, then
- Engineering is disconnected from customer; Small issues are stopping large number of customers adopting
- Project based methodology has delayed future improvement
- Support team take over communication even for MVP products
- Lack of communication between teams and engineering team after software on production
What I have done to improve the outcome:
- Setup a kanban which has "transition" as one of columns; Project/Stories will be only moved to "Party Time"/Finished/Done when it is proved to work for customers;
- With above Kanban board, we make sure improvement stories related to new projects/stories have highest priority
- Engage customer directly in "transition" stage so that customer values can be delivered in timely manner; Project can actually become "valuable" product
Some further things to be answered:
- Does "Project" stop us from doing better job?
- Without project, how will you manage budgets?
- How to engage customers more in execution/in progress stage to shorten transition stage?
If you have any suggestion, please let me know