Catalyst IT Services uses a big data approach to team assembly, similar to the approach taken by Billy Beane and the Oakland Athletics illustrated in the book and movie Moneyball. By applying big data to the hiring and team assembly processes, we are able to evaluate very large numbers of individuals and dramatically reduce subjectivity. The evaluation process collects a large amount of data on developers, including background, metadata, public data, and more.
Thousands of variables are collected during this process and are compared with success and outcome metrics. These include velocity, defect rates, rates of ramp-up, and variations in throughput to predict success. By matching and teaming developers based on objective data, you can optimize team performance from the very first sprint.
The World Cup is all about consistency. Once teams have ramped up to peak performance, they must maintain that highest level of play for an entire month. Even the slightest dip in output or a lack of focus can eliminate them from the tournament.
Just look at Mexico’s eight-minute breakdown against The Netherlands. Mexico stuck to its game plan and played a brilliant game for eighty-eight minutes. But they team couldn’t sustain this level of play, made several strategic and tactical errors, and conceded two goals in eight minutes, losing the game 2-1.
For agile teams, the Agile Manifesto defines consistency as “sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely.”
The energy and effort that goes into each sprint should be well established and predictable, and each team member should be contributing. Consistency allows projects to be delivered on time and in scope, without having to go into “stoppage time.”
Measurement throughout the project will help achieve this. Establish metrics and report on them for every sprint. If results are not as expected, you can make changes before the project is derailed and delivery delayed. For example, it may benefit the team and improve velocity if defects are addressed the day they are discovered; or perhaps team members are operating in isolation. In some cases, as with World Cup teams, the starting team members may even need to be changed. The important aspect to remember is that metrics should be established and measured to ensure expectations of quality are being met and a usable product is consistently being delivered.
Any good World Cup side is led by a coach who sets a clear strategic and tactical game plan and then steps back and allows the carefully selected players to execute on the field given the dynamics of the evolving game.
Likewise, successful agile teams rely on a key sponsor, often an IT or line-of-business owner, to establish and communicate both the business and technical goals of the project. This game plan helps agile teams better understand how end-users will interact with the finished product and provides direction for “done” criteria.
And, just as the game plan changes based on your opponent in the World Cup, so too does your game plan change with each sprint. Team members should know user stories that are to be addressed in each sprint and be able to deliver consistent points sprint after sprint. The coach should still be part of the project but should empower team members with the autonomy to direct the project as needed, as long as the end product meets quality, value, and time benchmarks.
What other parallels can you draw between the World Cup and agile development?