The process is a tool you use to address them. You might have worked with more mature engineering organizations than I have and with people that are more professional.
But I've worked with guys who spent most of the time surfing the web or were really territorial with their code. Or teams that were just shitty at communicating with each other so you had frequent misunderstandings or blocking. Or people who said "Yeah, this will be done in a week" and then after one week they say one more week etc.
Some are personal issues that should probably be handled by a boss and some are just shitty engineering practice that could be fixed by conversations (provided someone actually knows good engineering practices). But that also requires people not to get defensive and say that we have always done it this way and it works or become angry because they think you are calling them out.
Instead agreeing about things like these:
1. The work we do is agreed upon by all and is visible on a board or website.
2. Every day in the morning we chat for 15 minutes about how things are going and if we need help.
will fix some of them in my experience and the angry people can whine about the process for a while instead of directing that anger at team mates.
Fair response - my assertions were a bit extreme :-).
You can use process to force change, but, personally, I think a strong manager/leader would aim to resolve these issues irrespective of the process. Also, and I think this is why so many complain about agile, is that it is used to change these types of behaviour and is then seen as ‘the bad _guy_’.
My personal view is that the process should be aligned with your business, not as a tool to fix people challenges.
The 15 min daily catchup is invaluable irrespective of your overall process.
Easier said than done though :).
Happy to talk further and learn from your experiences. Thanks.
But I've worked with guys who spent most of the time surfing the web or were really territorial with their code. Or teams that were just shitty at communicating with each other so you had frequent misunderstandings or blocking. Or people who said "Yeah, this will be done in a week" and then after one week they say one more week etc.
Some are personal issues that should probably be handled by a boss and some are just shitty engineering practice that could be fixed by conversations (provided someone actually knows good engineering practices). But that also requires people not to get defensive and say that we have always done it this way and it works or become angry because they think you are calling them out.
Instead agreeing about things like these:
1. The work we do is agreed upon by all and is visible on a board or website.
2. Every day in the morning we chat for 15 minutes about how things are going and if we need help.
will fix some of them in my experience and the angry people can whine about the process for a while instead of directing that anger at team mates.