Conventional software development practices do not support the nature of business and people anymore.
Agile of course introduced a significant shift in the way teams worked and the ways products are built. The 12 Principles of the Agile Manifesto will likely stand the test of time (I hope it does), but its practices are progressively being diluted into other forms and there is a never ending argument of doing Agile correctly and with nearly all organisations claiming to do Agile, the term is becoming progressively meaningless.
20DAYS combines principles of Design Thinking, Lean and Agile to bridge the gap between people and technology. The core structure follows a constant feedback loop that revisits the actual users, the problem and solution in 1 week cycles with a high-level review every 20 day period.
20DAYS is a framework to take ideas, assumptions, business problems and hypothesis through a process of ideation, conception, validation, production, delivery and continuous improvement.
It is a beautiful aspect of humanity that each person is completely unique. People generally don’t consider this and expect other people to see the world as they do. Unfortunately, this is not the case and it naturally creates walls of misunderstanding. Particularly between management teams and tech teams who have usually grown into the world with completely different backgrounds and view the world with uniquely developed filters.
Opinions of what’s important and of value differs greatly from person to person. The business side typically is not interested in the details of technology and just wants outcomes at the best price in the shortest time possible. And engineers love digging deep in solving problems and can often over-engineer or over-design solutions.
By providing a structure that enables all parties to communicate their needs, ideas and direction in a way that is mutually understandable and agreed on, mitigates the ‘human-risk’ in the project. A dedicated Project Lead or DV Producer facilitates the process.
Accountability is often passed down the ranks as human nature and ego motivates people to ‘not look bad’. The fear of failure is something that strangles innovation and can only be changed through a shift in culture.
20days promotes the use of small cross functional teams (3-5) to work together. Working within a unit of people you know and trust naturally results in higher quality work and reduces the ‘human risk’ that is inherent in all IT projects.
20DAYS targets common problems in IT project delivery such as the often mis-alignment between business strategy and product development. Communication of intentions, objectives, reasoning and problems is often lost in translation between tech teams and management. Which results in the wrong things being built and business outcomes not being realised.
By bringing people together, provided with structured communication processes, people can more easily share and contribute. Everyone knows what needs to be done and who is doing it. Limiting the load of information via incremental development, it makes things easier and more enjoyable.