Retrospect – “a review of or meditation on past events”
A few things come to mind when I reflect on 2024 and think about the past year’s lessons.
1 – Don’t be the “smartest man in the room.” The phrase “the smartest man in the room” came from Richard Holbrooke, from a 1975 article, meaning the most intelligent person does not guarantee being correct or wise.
Being in the technical profession, we tend to plan, plan and plan. Look at every angle possible and do all our research all by ourselves. Then, execute the plan. Otherwise known as “Waterfall,“.
Whoever comes up with the plan is “the smartest man in the room.” As implied by the article of the name, it doesn’t go very well for that man with the plan.
The smartest man becomes the bottleneck – since he has the plan, all the eyes look to him for the answers to what isn’t quite clear in the plan.
The smartest man doesn’t know the future – since he has the plan, he makes educated guesses on what the requirements may be. He’s not Nostradamus, and the guesses are often wrong, which can cause the plan to fail.
The smartest man is under a lot of stress – when the plan starts going sideways, or even if it doesn’t, you can’t ultimately control the outcome.
2 – “Bring it to the team” – In the book “Coaching Agile Teams,” Lyssa Adkins often advises that you bring anything involved with the plan or affects the group to the team. This is the basic concept of Agile and the Scrum Framework. This is the opposite of being “the smartest man in the room,” which is:
There is no bottleneck with a team – As the team of people is self-managing, everyone is in the loop. They know what the tasks are, the big picture, with a high degree of trust.
The team doesn’t know the future but can adapt and change – instead of making guesses about everything up front into the future, you plan and make a short time-boxed sprint to minimize the risk of a bad assumption and get feedback from stakeholders to make sure you’re going the right direction with the projects.
The team shares in both the risks and rewards – As a group, you minimize the group and the stress, and also, as a group, you can do more collectively than individually. Almost everything you use, such as a car, house, bread, and laptop computer, takes a team of people, materials, and time to make.
3 – Practice “personal Agile” – Personal Scrum and other Agile tools can be used for yourself. I have my own Kanban/Scrum board that I use to keep track of my own projects and tasks. If you apply the concepts from Agile to yourself, it helps with things like overplanning, procrastination, and being “the smartest man in the room.” Your “team” is the people in your network who can help you with your projects and fill in your knowledge.
What was an “Aha moment” was the Enterprise Technology Leadership Summit (“The DevOps Summit”) that I attended last year, which put a few of these things into perspective. While I understood and used the tools and techniques for DevOps/SRE at work, you need Agile to get the most out of DevOps and the Agile mindset in your place of work.
Besides the Agile Manifesto, I recommend reading “Scrum, Do twice the work in half the time” by Jeff Sutherland. It’s one of the most basic frameworks.
These are what I learned from 2024.
Looking forward to 2025 and maybe something useful you can get from this.