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~10 years ago I had a client who insisted on using Scrum to roll out Scrum (their “Agile Transformation”) to 500+ people.
I encouraged them to use Scrum for product work, & a broader Lean/Kanban approach to our coaching work, & other work that might not fit the 2-week product increment pattern.
They fought me until they tried to fit “Build new data center in Phoenix” into an incremental 2-week framework. The facilities/Ops VP had told them where to shove Scrum.
That VP & I sat down together, chatted about Kanban; drew up a rough value stream; found a nasty sit-around-&-wait type of constraint; & a way to reduce that wait-time from weeks to days.
In an hour.
In an hour.
* You have to know WHY Agile works. You can’t simply go through the motions and expect results.
* Avoid striving for “consistency across all teams.” That way leads to madness.
* Yes, your organization is truly unique. Your troubles, however, are fairly common.
* Avoid striving for “consistency across all teams.” That way leads to madness.
* Yes, your organization is truly unique. Your troubles, however, are fairly common.
