You might recall that I ended the last blog post with the following:
One thing at a time, one thing at a time, one thing at a time…
Why are we so convinced that this is the best way to work? Hopefully my previous post made it clear that the flexibility teams have to respond to changing circumstances by working on one thing at a time is an excellent benefit. There are additional, significant benefits to working on one thing at a time – two of which I explore in this post.
How do you know that what you’re creating will do well in the marketplace, meet customers’ needs, and generally provide high customer satisfaction? In the old, waterfall days we used to have “beta programs” where customers would be granted access to some pre-release version of the software that they could use in-house and then provide feedback. The biggest problems with beta programs revolve around the lateness of the feedback received from customers. Typically, if customers didn’t like something, or wanted something different, it was too late to make any major changes – the team was too busy fixing the backlog of defects, and the committed ship-date was often very close when the beta program started. Customers were often told, “We’ll get to that in the next release.”
However, by doing one thing at a time, your team has a much greater opportunity to understand, with a fairly high degree of certainty, that what you’re creating will meet customers’ needs. And the reason this is so is that you can involve your customers in your project throughout the entire lifecycle. When the team completes a small feature, or completes even a small part of a larger feature, that feature can be demo’d to customers. It’s common for agile teams to be demo-ing some completed functionality to customers at the end of their very first iteration. And customers love it! It gives the customers the ability to “put their fingerprints” on the product – they get to see what’s being built, provide immediate feedback, and then see the development organization respond quickly to that feedback. In other words, customers are able to provide real-time, on-going feedback so that when the product finally does ship, customers will be very comfortable in knowing that the product provides what is actually needed.
One other benefit is that customers can actually request that the product be made available earlier than planned. Say, for example, a team plans on three major features for its next release. By working on one feature at a time, it’s quite possible that customers could ask that the product be released as soon as the first two features are complete – or even just the first one! If the feature is needed, and customers can see how they can immediately make use of it, and the team has actually completed the feature, then releasing just the very first feature (instead of waiting until all three planned features are complete) may make the most business sense. But the ability to even have such a business discussion is only possible if one feature at a time is being worked on. If all three features are started in parallel, then the team has created inflexibility since nothing can ship until all three features are completed (yes, dark launches address this problem, but the additional overhead of ensuring what’s “dark” doesn’t interfere with what’s been completed must be considered).
So, to sum up, how do you know? You know because your customers are providing you real-time, on-going feedback throughout the project to help ensure that what you deliver is what they need. It’s a win-win situation for everyone!