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GeneralRe: Damnit - the Wookietab looks to be dead. Pin
OriginalGriff9-Aug-19 4:31
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GeneralThought of the Day Pin
OriginalGriff8-Aug-19 4:42
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GeneralIs this why Agile often fails? PinPopular
raddevus8-Aug-19 4:30
mvaraddevus8-Aug-19 4:30 
I'm reading the rough cuts of a pre-release edition of a new book (Clean Agile: Back to Basics (Robert C. Martin Series) amazon - not yet released [^]) soon to release and I stumbled upon the following:

Robert C. Martin said :
Transformation
The transition from non-Agile to Agile is a transition in values. The values of Agile development include risk-taking, rapid-feedback, intense, high-bandwidth communication between people that ignores barriers and command structures. They also focus on moving in straight and direct lines rather than mapping out and negotiating the landscape. These values are diametrically opposed to the values of large organizations who have invested heavily in middle-management structures that value safety, consistency, command-and-control, and plan execution.

Is it possible to transform such an organization to Agile? Frankly, this is not something I have had a lot of success with, nor have I seen much success from others. I have seen plenty of effort and money expended, but I have not seen many organizations that truly make the transition. The value structures are just too different for the middle-management layer to accept.
The very ideas and values that Agile proposes are often quashed immediately -- but silently.
Thus, Agile never actually exists in those organizations, but only some false facsimile.
This creates the immediate formation of another group of people known as the I_TOLD_YOU_SOs.
GeneralRe: Is this why Agile often fails? Pin
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GeneralRe: Is this why Agile often fails? Pin
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GeneralRe: Is this why Agile often fails? Pin
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