You should read the rest of this post to understand why I wanted to insert a picture of an anal prob here. You should google image search "fast and slow anal" to understand why I didn't.
Actually, you probably shouldn't do that google search.
I dare you to not read on.
I do Agile and TOC because it makes me and people working in, or with, software development teams happier.
Let me give you a little example. It happened a couple of months ago.
Background: We've just launched a brand new consumer division and while loads of people contributed to the project's success I'm happy claiming my contribution made a big difference.
Here's the good bit: about 8 weeks ago the delivery team had a celebration afternoon, followed by bubbly and snacks.
Here's the important bit: Roughly 5 weeks ago they launched.
Huh? Yep, the delivery team was so relaxed and confident about the solution that they took an entire afternoon out to celebrate THREE WEEKS BEFORE THEY LAUNCHED.
It's the first time I've seen something like that.
Which was an awesome thing because the first half-dozen months - where we put together a brand spanking new development team and then figured out how to work in an agile way - were rough.
I need to tell you about Peak-end theory.
Here's the big you've been waiting for:
This is an vital concept if you're an Agile change agent - maybe the most important.
If you are transitioning to Agile, or even if you are just starting an agile project with a new team (which will, inevitably, form and storm - then maybe form and storm again and again as staff come and go) then things will be difficult. It's vital that, early on, you manage your teams' moods' and set their expectations low: things will start rough then get better.
They might not believe you (since you've previously spent weeks telling them how awesome Agile is) but when it does end well, people will remember the good-ending much more than the rough start. And then, provided you keep that memory alive, the next project will start much easier. Why? Because they'll recognise that dealing with the hard stuff at the start of the job is not only natural, it's also a big part of their job.