All right now let’s get to what the Third Agile Principle and what it means for creatives, and continue our journey to apply the Agile Manifest to creative work.
I’m sorry, Third Principle of Agile Software. In fact, it’s kinda software-heavy Principle, which means for creatives we’ve got to rethink it a bit. Let’s take a look:
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
This is pretty clear: deliver actual stuff often. It’s just it assumes that you’re delivering software and that you deliver within a given timeframe. As a creative, you’re probably not delivering software, and we know all to well some creative works need delivery in compressed timeframes.
Let’s not constrain ourselves and think of the third principle this way:
Deliver useable work frequently, with a preference to the shorter timescale.
Pretty clear? Let’s break it down and see what it means from you. This one is *dense.*
Whatever you give to a client, customer, etc. should be something usable. It may be rough, it may be incomplete, it may be rather bad. But you deliver something they can use, even if upon using it they think “this needs a lot of improvement.”
So why are you doing this for them – and perhaps to them?
First, usable work gets you feedback. A (somewhat) useable product, like a logo or document, means people can evaluate how you’re doing and give directions – or confirmation. It may mean they can even put your work into use, which means they get feedback to pass on from other people. For creative works, which have so many variables, early feedback is important as it helps you navigate to completion.
(Shades of Principle #2).
Second, focusing on useable work focuses you on making things people want and need. What is the highest priority to do? What makes something “usable” versus just “better?” Asking these questions means you are more likely to focus on what’s important; developing a new logo that looks right is better than slightly tweaking RGB codes to get the perfect blue half the population can’t tell from most other blues.
Third, this focuses you on delivery. You have to figure how tomake whatever you do actually deliverable and accessible – which can be very revealing. Having to make something that people can use means considering everything from file formats to image sizes to spellchecked documents. You have to ask just what to do first and in what order. This is a great way to reign in your creative ideas and focus on something you can actually give solid form.
These three words are a great way to focus on getting the job done – delivering the right thing so you get feedback. It’d be great to get that early, in fact . . .
EXERCISE: Think of one of your latest creative works. What made it “deliverable” – and how much work did that take over doing the actual work?
If you’re going to actually give people a usable result, be it a comic strip or a piece of a costume, you don’t want to wait a long time for feedback. So when you deliver, whatever you deliver, however pathetic (but functional) it is, deliver it frequently.
Frequent delivery of work means the people you’re doing it for give you feedback more often. With more feedback, the next delivery becomes better (and perhaps faster). Frequent delivery means a dialogue, and enhances communications. In fact, frequent delivery can help lower barriers (psychological and institutional) as people get used to communicating and find new ways to do it.
This is very important in creative work as, with so many variables, communications helps direct your efforts.
With this frequent delivery, people also build trust. When a creative provides results to a client, even if incomplete, they’re taking the lid off of their process and giving people a view of how they work. When a client gives honest feedback that helps, the creative can trust them more. In both cases things are much more open and obvious.
This is very important in creative work as, with so many options and directions, and with work often being personal, mistrust or miscommunication can occur too easily.
Behind the scenes, thinking Frequency also means you restructure your work so you can deliver effectively. This can be challenging and even contradictory, say delivering the later chapter of a book earlier as it’s easier to do or more vital. But when you think frequent delivery, you think about how to deliver better.
“Frequently.” That one word in the Principle covers a whole lot.
EXERCISE: Think of someone you worked for where there was a lot of mistrust. How could more frequent deliver or communications have helped lower that mistrust?
Well if you’re delivering all this useable work frequently, getting all that feedback, thinking how to make things deliverable, you also want to do it as often as possible. The shorter the better.
This part of the principle accelerates all of the other benefits:
If there’s a challenge, it’s deciding just how frequent you really need to deliver. This is something to figure out between yourself, your client, any co-workers, and harsh reality.
This “more often” can get pretty common. After all you could optimize work to deliver daily or every other day. You might work directly with a client for a time or for an hour each day. If it works and delivers value then give it a try. In creative work, the more feedback the better.
By the way, I reccomend the timescale you use be regular if possible. Having an idea of when you meet, or when someone is editing a document, or when you have to send a file increases predictability.
EXERCISE: How fast do you usually deliver work to a client, and why do you work in that timeframe? Have you tried other timeframes – or any?
Delivering useable work frequently sounds simple – perhaps one of the simplest ofa the Principles, but it like all Principles it has hidden depths. Frequent delivery of useable work does everything from making you consider your work to enhancing communication. Besides, if you get anything wrong on the work or anything else, you get that fast feedback.
Work with people, clients and co-workers, to get that rapid and effective delivery into your creative works. You’ll be glad you did – or if you aren’t glad, you will be iteratively.
So in review:
And we’re back to applying the Twelve Principles of Agile Software of the agile Manifesto – originally meant for software – to creative works. Let’s take a look at the second principle, which embraces what usually drives us up a wall. That, for those of you with a long list of wall-driving, is change.
The Second Principle is:
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
This is a principle I entirely agree with and am often terrible at implementing. This is because I’m often used to change being for bad reasons – and I’m sure you have similar experiences. It’s often hard to embrace change because it’s dumb.
However this embracing and leveraging of change is core to Agile, and that is what makes Agile so powerful. So let’s see what this principle can tell us about embracing change, even if we currently hate it.
In Agile you embrace change for a reason, and that reason is to provide Value of some kind. “Value” is really the reason for all Agile practices and principles, and using change is no different.
Note that the second principle doesn’t just say “embrace change because it’s change.” It doesn’t say you have to accept every change. You embrace change for specific goals – and as far as I’m concerned if the change doesn’t help the customer, there’s no reason to accept a bit of it.
You have to help sort out if a change helps your customer, brings no benefit, or harms them. Then you, the creative person doing the work, has to work with the customer to help them understand your choice – which might be to tell them *the change is a very bad idea.*
Because you are a creative, as you know your work intimately, you can help a customer decide how to react to a change. The result may not be “yeah, let’s do that.” The results may be “this is the worst idea ever, let me tell you why.”
I think the change we learn to hate is the change where we cause harm or waste time by following them. We want to help people; there’s nothing more annoying than having that be prevented due to a bad change. But a good change? We can help with applying that.
EXERCISE: Think about the last project you did that faced some changes. How did you evaluate if they helped the customer? How did you communicate your findings? How could you have done better?
Even if we can embrace change, it’s annoying to have to do so when it’s late. You got a lot of work done and now it’s wrong? You have to restart some things? Why?
But these late changes may be valuable, and thus worth doing. As annoying as they are, we should embrace them – but how do we do that?
I think there’s two ways to do it.
First, we have to accept that many of our ideas of “done” are often the enemy. We think something is “almost done” and is thus a solid thing, immutable, unchangeable. When a change comes it offends our sensibilities of “done.”
But, if we think of “done” as a point we navigate towards, tacking here and there, we can embrace change. That late change means it becomes “done better.” By accepting “done” isn’t as solid as we’d like, we can find ways for the actual “final” product to be more what the customer wants.
Second, we should make our creative work easily adaptable to change. This allows us to quickly alter them when new requirements come in. A few examples:
So to review:
EXERCISE: Take one of your projects and ask yourself what are five ways it could have been more change-responsive?
The whole point of the Second Agile Principle is that embracing the right change, even late, brings advantages. This requires a mind shift because often we’re trained or experience change as bad – we need to learn to outright embrace it.
I find you can get to this mindset with two things: focus on value, and embrace Agile methods and practices.
When you focus on value, you see change differently; it’s a chance to do better. It keeps your “eyes on the prize” and not on worrying over the latest changes or assuming the worst. It also helps you take a more “navigational” approach to developing works, adjusting to getting to the destination, or perhaps a better destination.
When you focus on Agile methods and practices, they give you tools to embrace change. Using them effectively and whole-heartedly helps you deal with change and get the most out of it – that’s what they’re there for.
There’s a lot of psychology in Agile. As you guessed.
So there’s the Second Agile Principle – embracing change. It’s perhaps the toughest one to embrace, but also one of the most potentially empowering. When we can alter how we approach change, we can find advantages for our customers, and be ready to shift so they get the best value.
It may just be a bit annoying as we change our mindset.
A quick review:
Change may be an opportunity; if we learn to see it and use it.
Now with change out of the way, let’s talk more value . . .