Attending to What Management Wants in an Agile Adoption

Proponents of Scrum often put the responsibility for failed adoptions of Scrum at the feet of management who don’t want to change. While I believe this is true some of the time, I believe the challenge is that Agile adoptions based on Scrum often don’t attend to management’s needs.

I believe management concerns regarding Agile adoptions are focused on reducing risk, making sure it fits their needs, and to be able to adapt when needed. It’s tempting to say “let’s just adopt Scrum.” But this ignores that we live in a complex world where you reduce uncertainty not by having a preset list of things you must do, but rather by learning to adjust to the situation at hand. These are things beyond our control.

What is in our control is our actions. 15 years ago we didn’t have a solid understanding of the “task work” so to speak of Agile. Why working on small batches were good, why visibility was essential, why managing queues is critical, … Now we do. This enables us to go beyond Scrum effectively.

Adopting Scrum is very often the best place to start. It provides structure & discipline. But get training from someone who knows how to go beyond it when that’s the right thing to do.

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Addressing the issue of how to adjust Scrum while not worrying about if it is still Scrum is based on  20 years experience with Scrum and is described here:  How to improve or change your Scrum practicesThis is part of our larger Scrum Support system.   I believe having a framework where being effective sometimes requires you to go beyond it is insidious. I contend there are place in any tech org of more than 50 people that no one set of practices work, particularly in shared services, DevOps, maintenance. We have put this together because we’re not limited to Scrum. 

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