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Lot of times from 1992 up to date. Difficult? None. People is practicing Agile each day on their lifes to survive, growth and develop. The first thing to understand is: Agile is not about to use a method/framework, Agile is not about to use a life cycle, Agile can be applied with any type of project life cycle as waterfall for example. But if you search for reference take a close look to Tom Gilb´s EVO model for example. I think you will surprise when you see that "nothing new below the sun".
Want to talk a little more about your experience? Main difficulties you encountered in implementing new approaches, key facilities and of course sharing with us some of the lessons learned
I'd say my experiences have been quite different than Sergio's. An agile transformation is a major change management transformation as we are rewiring the mindset of people at all levels of an organization and not just those within a delivery team.
Many of the companies I've consulted with have tried repeatedly to transform with mixed results because they do not get the combination top-down & bottom-up support needed to succeed.
After reading @Kiron´s comment I think I must clarify my previous comment. I have lead transformations from the time of some "waves" appeared like "Reingeneering" (hammer and champy for example). Perhaps in my previous comment, because I used an "argentinian" expression, I created the impression that I am minimizing any type of transformation. What I tried to say is Agile is as other transformations but in my personal experience is quit simple that others and I can demostrate that. The big problem in the missunderstanding about agile outside there.. The base, the main components in transformations, no matter "the type" of approach you need to put in place, are the same. Is not right that agile demands more or less changes in the mindset than others (I know @Kiron is not saying that). The key question, mostly forgotten, is: why we name this transformation? Which thing is the matter of transformation? The answer is always the same: the whole enterprise. It does mean the enteprise architecture. People and Culture is just two variables between the seven that are part of the business layer inside the enteprise architecture (I know, it could depend on the model you use, but you will find they are just a component). So, what you need to transform, are five other related variables that will impact on the other layers (application, technology, security, information). At then the song remains the same. The first step to fail is when you do not take into account that.
Thank you for your input. I understand what Kiron is on about. The challenge is when you try to convince people of the importance of the Agile mindset. If you take enterprise projects for an example, the main roadblock is the contract.
If as a vendor, you are willing to take up the challenge of going all-in on Agile, it is difficult to get corporate clients inline to come up with an Agile contract, the decisive factor being money and numbers. In my experience, financial negotiations are quite the roadblock in my part of the world.
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