Agile change and transformation
There are several reasons why Agile Transformation might fail or just creep. Interestingly, all these situations have a common denominator. The list that the presenter undoubtedly only covers some cases. This talk shows the most common reasons that might impede Agility in organizations. Also, what would be a remedy for each of these factors?
Agile transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance.
After a first article about the negative sides of Agile certifications from the Agile practitioners’ perspective, Mark Haynes explores, again with a facetious bias, certifications in an organizational context.
The fact that ths book “Agile Project Management” by Jim Highsmith is already at his second edition after a first publication in 2004 says something about its value. In one of his definition of Agile, Jim Highsmith says, “Agility is the ability to balance flexibility and stability”.
Based on a true story of the lessons learned coaching two Scrum teams on one product. Why is it that the same coaching techniques, in the same environment, can lead to drastically different outcomes? Learn how to identify the culture cycle and break bad habits to unlock the power of Agile team self-management.
Ignoring impediments is one of the fastest ways to sabotage your Agile transformation. Agile is not a cure, it will on the contrary uncover issues. So Agile transformation efforts must overcome a myriad of challenges to achieve success.
There was a time when software developers worked with consultants that will do things for their company or teach some technical knowledge. Agile approaches have brought forward another type of people: coaches.
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