From Bricks to Masterpieces: The Artistry of Building Quality in Agile

When I visited Paris a few months back, my colleagues were kind enough to take me on a drive to see some of Paris' iconic monuments. We passed by the Notre Dame Cathedral, which is undergoing renovation. I was fascinated by the pure might of it and was reminded of a story of three bricklayers who were asked by the architect what they were doing. Most of you may know the story, so I'll keep it brief: the first bricklayer replied, "I am laying bricks." The second one said, "I am constructing a wall." The third one said, "I am building a cathedral." (The cathedral in this parable is considered to be St Paul’s Cathedral of London, but there are variations relating it to Notre Dame as well.)

This story is usually used to articulate the meaning of a higher purpose. I am drawing yet another message from it - that of high-quality artistry or craftsmanship. The person who was building the cathedral saw the higher purpose, of course, and ensured that he was creatively contributing to it, which ultimately led to a masterpiece. The same trait of artistry could be found in works of wonder such as a symphony, a portrait, a building, a sports car, or even a fine dining experience. All of it starts with a skilled and passionate "bricklayer" giving their best.

Analytics Improves Agile Effectiveness at the Enterprise Level

Agile, which started off as a better and more practical method of software development proposed by a group of developers, is now transforming the way in which organizations are run. Agile is now adopted by banks, manufacturers, research & development centers, hospitals, and even airports for execution. 

When the scale and reach of Agile increased, newer frameworks such as Scaled Agile Framework (SAFe), Large Scale Scrum, Nexus, and so on gained popularity. Enterprise agility and business agility is radically changing the way in which organizations are structured. 

Are Our Decisions in Agile Free of Cognitive Biases?

"I knew this release was bound to fail. We shouldn't have hurried." If you ever heard a Scrum Master mentioning this, he/she could be under the influence of a "hindsight bias." Another scenario is when an Agile team agrees blindly with a confident-sounding (and looking) Product Owner without empirical evidence, they may be subject to the "halo effect." Or, when a tester in good mood agrees to execute 40% higher test cases than their previous average, the tester may be experiencing "optimism bias."

I know, some of you could now be thinking: "That is what Agile is all about. We need to try out and experiment. It could be wrong, but learn lessons from it."  Agreed! But what about understanding the scientific reason for flawed decision-making, which if addressed appropriately, could minimize some of these errors? I am referring here to a psychological phenomenon called "cognitive Bias."

Humanizing Agile

“Can we get serious now?” quipped Captain Charles Sully Sullenberger, the iconic character played by Tom Hanks in the movie adaptation of the Airbus A320 Hudson Water landing incident. He goes on to articulate the crux of his argument in the safety hearing: “You are taking humanity out of the cockpit while looking for human errors.”

I have a feeling - more from experience - that many of the Agile implementations that are done in organizations suffer from this very same issue: humanity is taken out of Agile. This is a sad irony as Agile by design is meant to amplify people practices. There are several manifestations of this in Agile. Task sign-up, self-organizing teams, servant leadership, a daily Scrum meeting, team retrospective, and various principles are all examples of the human side of Agile.