Ok let’s face it! Not all organizations have what it takes to apply an agile Scrum framework properly. For instance, if as an organization you cannot afford the luxury to have a representative from the business to commit to the role of a product owner, to be accountable for shaping the product and its future, then should you fake it by handing this responsibility to a business specialist and to the development teams?
Some organizations chose this path, for they believe that through early feedback from their end users, they’ll be reducing the risk of poor adoption and therefore failure.
So I guess, maybe you should fake until you make it or even become it! Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Thre is a problem simple to address in the field of business analysis. Each time you start a new initiative you have to make an enterprise analysis activity to understand your current situation and mainly your whole architecture. If you do that you will not fail. Saving Changes...
MAEN QADDOURAHProject Director| AJ SAUDIJeddah, Saudi Arabia
fake is fake Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
As Sergio said do a proper business analysis and you will not fail.
It is not fake if you hire a consultant to do a particular job for you. But yes, it is ultimately your responsibility to ensure the results when you are taking any business. Saving Changes...
I see a problem in calling something "agile" or "Scrum" when not doing it. There are expectations going hand in hand with dropping names and from what I saw and heard there is no chance to win when faking it. Instead, why not try an iterative, but traditional - or if possible a hybrid approach? There is no need to become "agile" when your organization doesn't provide you with the fundamentals.
