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Comments (4)

1 Paul Gorans commented Permalink

Let me preface this with the fact that Scott and I have been colloaborating on IBM agile perspective for years. One of my favorite terms of Scott's that he has used at times is, "Stop putting lipstick on the pig." In this case the pig is the current state of project / product delivery at client-X. When I consult with clients, many are challenged end-to-end and looking for agile as a quick fix. If a client takes up a few agile practices, with the wrong people, in the wrong role...so what? What is the benefit? Eventually, for some teams (based on the work at hand), incremental adoption can work, but in cases where the culture needs to change, having a plan, picking a breadth of project types across the various lines of business that re-gain the trust of the business/stakeholders, and setting them up for sucess and "WOW!" results is critical to success. This allows you to build up additional support from the stakeholders (that pay the bills) and can be a spring board needed to scale agile across the enterprise. If you would like some additional perspective and assets that help you qualify and think through an implementation approch, for those internal to IBM, check out our Accelerated Solution Delivery wiki at https://w3.tap.ibm.com/w3ki2/display/AIS/Application+Development#ApplicationDevelopment-AcceleratedSolutionDelivery. For those external to IBM, you can contact me at pgorans@us.ibm.com.

2 Jeff_Anderson commented Permalink

Scott, <div>&nbsp;</div> all your points are valid. <div>&nbsp;</div> I think what is missing, is that you need some guiding indicators to help you get to the root cause of why specific he's been successful, is a better project initiation, or is it agile?. I really like the way some of the material that has come out of the lean software development community has been used to answer some questions. Using some simple metrics like cycle time, number of items that have been ejected by a subsequent process, and value over waste, can help to point where problems really are and assist during some root cause of houses. This might lead you to the conclusion that you need some agile practices are just some better project intake/portfolio management. (which is often where the biggest problems are) <div>&nbsp;</div> regards <br /> Jeff Anderson <br /> http://agileconsulting.blogspot.com

3 ScottAmbler commented Permalink

Paul has brought up a good point. The reason why organizations cherry pick is because they want to increase their chance of success, this is a very smart thing to do and is a great starting point for adopting agile. You need to work through several agile projects and gain the success that you need to show others that agile can work in your environment. The ASD practice team has had some great successes helping organizations do exactly that.

4 ScottAmbler commented Permalink

Jeff, definitely agree that you need to get down to the root cause as to why something has been successful. I've seen too many teams adopt agile approaches, had a success, and then declared the reason for their success to be the result of adopting agile. But, they seem to forget that in the process of adopting agile they also made some other changes (the cherry picking stuff). Because they rarely seem to measure what they do they really don't know why they were successful as it could have been any combination of the changes that they made or even due to other things that they weren't aware of at all.

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