Frameworks like Scrum are fantastic for solving business problems, and companies continue to transition to agile to achieve objectives. But problems can occur if they forget that agile is just a methodology—a means to achieve a goal—not the goal itself.
Scott Dunn wrote a great article about the pitfalls (and dread) associated with a management decision to suddenly ‘go agile’. It reflects the delusion that it’s a simple implementation—like switching stationery suppliers—rather than a framework that requires a significant change in mindset.
“Amazon is doing it."These are both good indicators that the business hasn’t clearly defined why they want to use agile, and “why?” is one of the first questions I ask when working with a company transitioning to agile, or when teaching a certified Scrum class.
I often get answers such as:
- We want to adapt quickly to change
- We want to make continuous improvements
- We want to ship more regularly
But even noble-sounding goals can cause problems and frustrations when you pursue them without defining them properly.
You can read the full article on this site.