Agile change and transformation
As Scrum is the most popular framework adopted by organizations adopting an Agile approach for project management, many companies are trying to find financial facts that justify its adoption. This article discusses the topic of evaluating the return on investment (ROI) of using Scrum and Agile project management approaches. It suggests some hints about mistakes to avoid and on how to get meaningful results from this activity.
The best known project management framework with an Agile approach is Scrum. For something that is relatively simple to understand there is a lot of hype surrounding it. But why?
Patterns are the new defacto Scrum standard. In recent years, international Scrum Leadership has been meeting about once a year to write a rationalized foundation for Scrum using Organizational Patterns as a public resource.
When you come to a Scrum or Agile conference, you pick up new ideas that you’d like to try when you get back to work. However, you may feel like you hit a brick wall when it comes persuading your team to try the idea out. Resistance is very common in organisations large and small.
Being Agile: Eleven Breakthrough Techniques to Keep You from “Waterfalling Backward” is a book that aims to provides some techniques that will help teams starting to adopt an Agile approach to software development to solve some of the issues they will face. If your team is tempted to get back to the traditional project management approach, you will find material in this book to continue your journey towards Agile.
Scrum and Kanban offer firms a clear concept of dealing very fast with client demands. Continuous delivery of the most important feature sets of products, iteration by iteration, created a tremendous amount of value for companies like Salesforce.com, Google, Microsoft and other companies worldwide.
Like many IT organizations in state government agencies, this New York State Government Agency primarily used Waterfall. I implemented the agency’s first agile projects. I was challenged by the agency’s unique environment, learned lessons, discovered systemic problems, overcame organizational obstacles and changed misconceptions. I will discuss what I’ve learned during this award-winning project and make recommendations for others in bureaucratic companies and government agencies. The agency’s projects are moving to agile/scrum and the institution’s IT group is incorporating agile into its PM and SDLC methodologies.
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