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Which had been the biggest challenges in adopting agile methodologies for your projects?

Looking for some key lessons that you could share on what have you faced when adopting or incorporating an agile methodology for project execution. Are you 100% agile? Are you hybrid? What is the nature of the projects you execute and how have you adapted these methodologies? Please share.
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Education, support, and filling the roles with the right individuals. Adopting Agile practices within an organization required buy-in from senior leadership along with a culture shift of those involved. There is much that goes behind that decision, and the journey to maturity starts with those conversations. From there it is building up the teams, continuing on with education to ensure those individuals are both equipped and empowered to coach the rest of the team, and subsequently others in the organization as the adoption spreads.

The first thing to do for not fail is to understand what Agile really is. Is not a method/methodology, is not a process or life cycle, is not related to software only. You can apply Agile with any type of life cycle process, waterfall for example. So, you can apply Agile with all the stuff you are using today. The key thing to not fail is to understand that Agile is a way of thinking and behave with focus on client, value and quality (this is the oficial definition taken from the place where agile and agility were coined in 1990). You can see that 3 key terms must be defined: client-value-quality. With that on hand, because it is a way of thinking and behave, the whole organization must be taken into account. Time before I wrote two articles that were published by the PMI. The first one is about Agile itself. The second one is about how to create a solution. This second will help you to understan what to have into account if you will use Agile. But obiously to understan what Agile is becomes critical.

Hi Eunice, our biggest challenge has been in areas of backlog, refinement, requirement gathering, inconsistent sprint duration for certain deliverables. Facing issues in adoption and similar challenges shared by Andrew.

Agreed, the hardest part is the cultural shift. You have to convince different management levels to trust and empower their teams, or no Agile practices will work the way they're intended.

Key lesson no.1- top management MUST REALLY want to become Agile; Key lesson no.2 - Get a good coach to guide your first steps in Agile.

Challenges: the mindset, fear of failure, deliver Agile in a more and more regulatory domain (banking) but faced with high speed competition coming from other domains.

Appropriate scaling is the biggest challenge I've seen. The Scrum Master pool grows, but the Product Owner pool does not, and those in the pool haven't all received the same PO training. Leadership on the Product side also does not get the attention it deserves, so you end up with a bunch of individual teams that aren't as cohesive as they could be and IT struggles to deliver because nobody can identify an MVP that takes less than a year to deliver.

I might be exaggerating a little; the MVP might have only taken 6 months.

I think the oversight is that, unless you are simply implementing Scrum, or some other approach to Agile, at the team level, it is a transformation and should be treated as such.

Working in a traditional predictive project environment, agile is often misunderstood. If an agile approach is suggested, people may assume that someone just read a book or attended a seminar on agile and will now insist that everything be done as described by the author/speaker including organizational changes, causing mass disruption. (What I call "rigid agile")

To utilize agile approaches in my projects, I generally don't use the term agile, or any other popular buzzwords. Instead I describe the innovative approach itself and how it will benefit the project.

We are hybrid and definitely NOT 100% agile. Not even 50% yet. Since my department focuses on I.T. operations and support services, we have slowly adopted Lean and Kanban style methods over a period of time. For static and short-term implementation projects (e.g. a wireless AP upgrade) I still use a more traditional approach, but instead of using a WBS or Gantt chart I use a digital Kanban board shared internally and with our third-party vendors to keep everyone informed about status and on task (e.g. using WiP limits). Other departments have taken notice on their own and have started to inquire about using our methods which has lead to us infecting...I mean teaching... other departments.

Like other posts have stated, I have never directly used the term "agile" with anyone during this process. I just started with small steps and let it gradually filter in until everyone felt comfortable about the change before I'd start filtering in another small step.

I found that Leadership has always been challenge

Mindset, culture shift, timely management support.
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