[Update: This is part 1 of a four part series. Here are links to part 1,
part 2, part 3 and part 4.]
Once introduced into an organization Agile software development practices can spread quicker than can be controlled. Without a strategy Agile projects can emerge with different or even conflicting approaches. This is not necessarily a bad thing, but a traditionally top-down management structure can be uncomfortable adjusting to the more egalitarian Agile approach. There will be concerns over introducing Agile practices in a consistent manner without cause undue risk.
Over the last two years I’ve been involved with several clients who were trying to rollout Agile practices across the enterprise. The stages that each of these organizations moved through were very similar as were the problems that they faced. It is possible to anticipate some for these problems and to lessen their impact but only if there is a known roadmap for the overall strategy. Although no two organizations follow exactly the same path, nor have the exactly the same timing, it is possible to exact the major trends and patterns.
What follows is an overview of those major trends and patterns.
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Filed under: Agile Software Development, Cultural Change, Organisation Change, Project Management, Scrum
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