Started with Agile in the Enterprise
Changing any process in an enterprise is never an easy task and moving
from a traditional to agile delivery model is no exception. Adopting
agile requires a great deal of effort that can take several years
because you must change organizational culture, beliefs, governance, HR
policies, titles, funding and more. Neither a unilateral nor a
haphazard implementation will work in the long run.
team tries to adopt an Agile development approach unilaterally within
the enterprise, you may make things somewhat better, but you will not
realize the full benefits or potential and the team may end up very
frustrated and dissatisfied with the outcome. It is also likely that
your agile adoption will not "stick" as people will return to their old behaviors over time. Therefore, moving to agile must be a combination of a "top-down" and "bottom-up"
initiative. There is certainly a trend in many organizations to adopt
agile on a small scale within departmental silos. However, this often
results in a very costly infrastructure with disconnected teams, tools,
infrastructure and lack of a measurement system to ensure that the
organization is continually improving.
Who within an enterprise handles the planning and implementation of Agile adoption?
responsibility for planning and adopting agile within a large
organization varies greatly. However, a common pattern has emerged where
it is an individual or group that has true responsibility for managing
organizational change. Sometimes, it's the CIO, CTO, PMO or Senior
Executive in Engineering or Research and Development. The bottom line
is that organizational change rarely occurs without management support.
Where within the company should the Agile adoption be driven?
depends on the type of business and its organizational structure,
however, it usually needs to occur from within a Technology Department
(e.g. R&D, Engineering) for better or worse, because the
majority of the change needs to happen within their group. The paradox
is that the business must be a key player in the agile adoption and has
the most to win or lose, but they often lack the technical knowledge
and/or change management expertise to drive this change within the