Comic Strips: Learn From Others' Agile Failures
summary
Comic strips map concrete agile anti-patterns with a repeatable four-panel pattern that sets theory, applies it, and shows the failed outcome; examples include added scrum events on top of old status meetings, dispersing specialists into teams without pairing to fix bottlenecks, and architects hiding in ivory towers. A small survey shows ~33% adopt agile because competitors do and only a small slice to increase value; suggested metrics shift from velocity to lead time, employee net promoter score and NPS, and PI planning visualizes dependencies rather than pretending they vanish.
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chapters (29)
- 0:00Intro
- 4:53Something is clearly not working!
- 8:03Self-managing teams
- 9:36Dual operating system
- 11:12Work on this
- 12:07How to manage a team
- 13:17Psychological safety
- 14:33Agile management
- 15:54Indicators of a successful agile transformation?
- 19:17Others' estimate
- 20:46Neck pain
- 21:23Bottleneck
- 22:55Impediments
- 24:00DevOps
- 24:48DevOps engineer
- 26:16Where have you been?
- 27:27The architect's ivory tower
- 28:10The first agile thing we do...
- 29:24What does the team need?
- 30:32Coaching
- 32:07A potential challenge with the PO
- 33:22How empowered is the PO?
- 34:47Aligning with stakeholders
- 35:40Maybe the actual problem is something else
- 36:41Scaling
- 38:07The first PI planning
- 39:12Reasons organizations go agile
- 40:10Let's remember that
- 41:00Outro
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