Continue from Part 1
In the Gartner diagram (and in the derivative work you still find around), there are 3 mistakes that conflict with fundamental lean and agile principles.
- In the process designed by Gartner the problem space is fully understood upfront, then the solution is defined accordingly. This approach is typical of a Waterfall mindset.
- The process promotes functional silos, one for each sub-process that Gartner associates with a different lean/agile discipline, and it promotes hands-over between them as it is typical in Waterfall.
- The process tries to be an all-comprehensive approach to be tailored down to specific needs (this become more evident in the derivative work), as it is common to pre-lean and pre-agile heavyweight approaches.
This is how a lean-agile approach could look like instead:
- In lean and agile, the understanding of the problem and the discovery of a solution evolve gradually in concert. This double act called co-evolution continues until a working solution is fully discovered and developed, and only then the problem is fully understood.
- Lean and agile promotes co-creation: a cross-functional deep collaboration and shared ownership of the artefacts to minimise hands-over and delays, to take advantage of the diversity of ideas and multiplicity of points of view, and to enable fast feedback loops.
- Lean and agile suggest starting with the simplest possible, even incomplete, approach that will be continuously evolved and adapted to circumstances through experimentation, experience, and learnings.