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1 Skip.Pletcher commented Permalink

Thanks: This kind of thinking is helpful to those of us implementing improvements and wondering why some teams work well while others struggle despite similar guidance, governance, and goals.<div>&nbsp;</div> Term: "Scaling factors" made me think of scale factors, which these aren't. These are constraints on specific techniques (not on agile values or practices). [A Wiki might replace a standup for a dispersed team while retaining the practice of daily update/escalate.]<div>&nbsp;</div> Aside: It would seem invalid to 'pilot' an agile approach on a small collocated team of pioneers prior to implementing the approach on larger projects. Better to begin with a large, mallocated, compliance-driven, technically risky, high-vis, team of rogue cowhands. If agility can demonstrate value under those conditions ...!<div>&nbsp;</div> Questions: Could thgere be a minimum (ordered?) set of agile practices which tend to add value --even under less-than-ideal conditions? Which preconditions generally predict success for particular practice adoptions?

2 ScottAmbler commented Permalink

The term "scaling factors" is appropriate here. There are different applications of the term, you're just used to a different one. These factors are applicable to various techniques, I have a white paper that I'm working on for Q1 which applies them to several common techniques which I hope people will find interesting. I often walk through these techniques in presentations, in fact I'll be doing so later today at a public presentation in Brussels, but haven't written enough about the approach yet. I'll also be blogging about it too.<div>&nbsp;</div> The order in which you pilot approaches depends on your situation. I'm a firm believer in keeping the situation as simple as possible, but that may not always be possible for some organizations.<div>&nbsp;</div> Practices are contextual. The minimum set for team X will be different than that for team Y because they are in different situations and comprised of different people. Scrum for example is minimal but even then some people find that it doesn't make sense to adopt all of the Scrum practices. Regardless of all the "Scrum but" rhetoric it does in fact make sense to adopt just the practices which make sense for you.

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