The Scrum approach to agile software development marks a dramatic departure from waterfall management. Scrum and other agile methods were inspired by its shortcomings. Scrum emphasizes collaboration, functioning software, team self management, and the flexibility to adapt to emerging business realities.
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How can large enterprises become more agile? Many people think that the common obstacles to agility in large organizations are due to “giantism” and are entirely unavoidable. In other words, it’s like trying to maneuver the Titanic around the iceberg. Many people within the large organization will resist the change saying, “too much to do” or “not enough resources”. However, these are often misconceptions that reinforce bad habits and contribute to change resistance. In a recent article posted on gantthead.com called “Obstacles to Enterprise Agility”, Michael James, a CollabNet Certified Scrum Trainer outlines some of the key impediments to enterprise agility which include:
- Naïve Resource Management
- Organizing teams by functional specialization
- Organizing teams by architectural components
- Rampant technical debt
- Lack of commitment to transformation
Are you working on an agile transformation? Do these sound like topics that have been on your mind lately? If so, I encourage you to check out Michael’s article here.
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Scrum Training Series
- Scrum based funding model – 20 percent May 9, 2013
- The Next Big Idea March 5, 2013
- On Being Available February 17, 2013
- Should Scrum Always Require the Product Owner to Attend the Sprint Retrospective Meeting? February 5, 2013
- Happiness Metrics January 23, 2013