Years ago, waterfall projects would typically shun requests for new features or capabilities being added to a project that was underway. After all, project success was typically measured by conformance to “the plan” – and a new request was not part of the plan. These waterfall teams would complete the opening sentence something like this, “When we get a new feature request, we put it on our list of features for consideration in the next release.” Thus, an opportunity to respond to changing conditions, changing customer needs and expectations, or changing competitive situations in a timely manner was lost.
Other waterfall projects have tried to add the new feature in along with the work that was originally committed in “the plan,” but that would often spell disaster since teams were typically already working feverishly just to meet the original commitments. In order to add something else to an already booked plan, there were very few options – mainly overtime and/or cutting corners – neither of which is a good thing. Oh, sure, there was always a planned “buffer” added into “the plan” to account for such contingencies, but when have you ever seen it work out the way it was intended? The skeptic in me would guess rarely, if ever… These teams would complete the opening sentence something like this, “When we get a new feature request, we add it to the plan and start mandating extensive overtime.” Pretty soon, employees are burnt out, frustrated at not having a life, and begin to actively seek employment opportunities elsewhere.
Mature agile teams complete the sentence something like this: “When we get a new feature request, we see it as an opportunity to get ahead of the competition as well as make our customers happy and successful.” Typically new requests surface because of changes in the competitive landscape, changing customer needs and expectations, new market opportunities, or even some combination of these and other factors. And when these new requests arrive at the door of an agile team, there’s no drama at all, no worries about overtime, no cutting corners, no consternation about not meeting “the plan,” etc. Agile teams have great flexibility to handle new requests because they are always working on just one thing at a time – not numerous features in parallel. Waterfall teams typically worked on lots of features in parallel since all the features were committed up-front and since teams typically had to show progress on all the committed features from the very beginning of the project. Thus, if a new request arrived, there was no flexibility to drop a less important feature from the plan since everything was already underway.
Agile teams, however, work on one thing at a time. And the way they do this is by having the features rank-ordered from the most important to the least important. If a new request arrives, the team finishes working on the feature currently in progress – it then has complete freedom to begin working on the brand new request. If a particular ship-date has to be met, then the team drops the least important feature from the list and replaces it with the new request. This way, the team is always working on the most important feature and has incredible flexibility to handle changing circumstances. After all, conformance to “the plan” is not the right measure of success – meeting customer needs and adapting to changing market conditions is a much better measure of success.
To summarize, working on one thing at a time (always the highest-ranked, most important item) and getting it done before starting on something new is the most efficient and effective way to work. It also allows for the greatest flexibility – especially in markets where changes can occur lightning fast.
One thing at a time, one thing at a time, one thing at a time...