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Skip to 0 minutes and 2 secondsWelcome back. We've talked about how agile is, on the one hand, about a set of concepts that you can understand, learn and practice. And then, on the other hand, it's about kind of disciplining our emotional nature. So that we can work together in more constructive ways. So one of the things that we're doing here is we have a few little skits. Where we're going to show you how things might work in a team that's transitioning towards more of this agile methods. And in this particular skit, I'm going to play Vince the vice president of Field Service. So to avoid any confusion about my role as your instructor versus my role as Vince.

Skip to 0 minutes and 43 secondsI'm going to make this distinguishing wardrobe change, so that it's clear.

Skip to 0 minutes and 51 secondsAll right? So I'm going to join my teammates here, and we're going to show you what a meeting might look like, as we go through. And use these agile methods to kick off A new project at HVAC in a hurry.

Skip to 1 minute and 7 seconds>> Thanks for coming everybody. So the project name is going to be Orion in case you see a reference to that in any of the materials. >> Why Orion. >> So in Greek methodology, Orion was a hunter, kind of like our HVAC technicians out in the field. Cool. >> So basically Marla, our CEO, wants an Apple app that will allow the HVAC technicians to access reference documentation on the go. And she basically wants a deadline that we can set to submit it to the app store. >> Okay well Apple doesn't necessarily guarantee usability or a good experience. I mean, it's in a totally new language and environment, and I'm happy to learn it.

Skip to 1 minute and 45 secondsBut it's going to take some time, and especially because Apple makes a lot of updates. How bout we try a responsive web app maybe? >> So what's a responsive web app? >> It's basically just a web page that's usable on small mobile screens. It gives us a lot more flexibility especially because the business people always change their minds. >> Interesting, well I think Marla wants an app but I can take that question to her. >> Okay. >> Danny, I'm here to help, okay? But I'm going to tell you this, I'm not sure that I've ever had a tech come to me and say, Vince, where's the documentation? I mean, is this something that we really need to do for them?

Skip to 2 minutes and 24 secondsAre you guys sure? >> But so, in the meeting, I thought you agreed that this was a problem.

Skip to 2 minutes and 30 seconds>> How many projects have we had, IT projects, in the last year, would you say? >> Three or four large ones. >> That's about right, and how many do you think were really successful? >> Well, I think it all depends on how you define success. >> Well if you define success as delivering something that helps my techs do their job and make money for the firm, I don't think any of them are really successful. And so I'm not really so sure that this problem actually really exists. >> So were you just kind of hoping that this wouldn't get approved then? >> At the time, yes.

Skip to 3 minutes and 9 secondsI mean, these things come up almost every management meeting, and I nod my head and I say yes. But, look, at that time I didn't think it would happen. Now it's a real project, it's important to Marla. We have a budget, we have a plan. I'm here to help out, that's why I'm here. And the first thing I'm going to do is tell you I'm not sure the techs really need this particular thing. >> Okay, well, maybe we should take a step back. So this reminds me of a course I took on Coursera recently. And one of the things they covered was around problem scenarios, which is basically not jumping to a conclusion.

Skip to 3 minutes and 46 secondsAnd assuming you know the solution before understanding the problem. >> Well, I mean, problems abound out there Danny, and I'm really glad you continue to educate yourself, it's good. Worthwhile, there's problems, sure. I mean, getting them to the job site with the right information, getting them replacement parts. I mean, it's far from perfect. >> Okay. >> It's just not the documentation thing. You know what I mean? >> Okay, well, so maybe we can explore these problem scenarios further? So maybe we could pair up and Sri and I could work on it and you and Sally can work on it. We can come up with some draft personas and problem scenarios.

Skip to 4 minutes and 31 seconds>> Yeah, we can sit here and draw about this and I'll play along. I see you have some examples here for that, I saw it in your brief. But Danny, I don't want to propose anything too shocking here. But, do you think you want to go out and actually talk to some of the techs? >> Yeah, so I actually think that's one of the first things that we should do. >> So, we're going to do this drafting and then you guys are going to go watch the technicians really do their job? >> That sounds like a great place to start, yeah so. >> Okay, I'm all for it. That sounds wonderful.

Skip to 5 minutes and 4 secondsSally, I'll go pair up with her, and you just tell me what to do. What do you think about this Sri? >> Yeah, I mean sure. Anything to help us figure out what the business side wants. >> Great, sounds good. >> All right.

Skit: Meet the HVAC in a Hurry Team

Watch this skit to see an example of how things might work in a team that’s transitioning to using more agile methods.

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This video is from the free online course:

Getting Started with Agile and Design Thinking

Darden School of Business, University of Virginia

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