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Topics: Agile, Business Analysis/Requirements Management, Change Management
How are you dealing with misconceptions brought about by the Agile Craze in your chapter or organisation?

In New Zealand a number of large corporates and government departments have adopted and are in the process of implementing what they call Agile methodologies in record time. Most of them have very little to no understanding of the implications of the transformation , especially rapidly enforcing this culture change. If you have experienced this in your chapters and regions, I would like to know how you have actively engaged and influenced the correct adaptation and application of the agile mindset.
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Nyamdela -

Getting ahead of these myths & misconception before they have time to spread is important. Educating and coaching the executive leadership team to ensure they have reasonable expectations is a good place to start. Sometimes that can involve bringing someone in from a similar company which has gone through the transformation to share their learnings.


It's hard to reach consensus on any topic. Agile included. It's better to get expert opinions and from people in the trenches, and take what is valuable to you and your projects.

Is the history of my life starting on 1995 where I started to work helping organizations (including Government) to implement Agile. Thanks God or any other Force you believe governs the Universe I survived. So, here my suggestions: 1-you have to understand what Agile really is. It seems to me you understand that because you are talking about "transformation" and "culture change" so it seems you are in the right way My Friend (hehehe). 2-take a look to the article I wrote and I put the link below. Just to in case you never hear about enterprise architecture it could help as a guide or quick read. But you have to make an impact analysis in this way to understand alll organization need to take into account. No matter the method you will use you need that. It belongs to business analysis field just to add more information that could help you. 3-if the organization that you are involved do not take into account the analysis then record the risk and the impacts and publish them. 4-be prepare for the disaster and when it happen then do not blame about it. Go ahead and work to fix it.

Regardless of what it is, nothing happens immediately. And certainly, a large undertaking / cultural shift such as this will be a journey with cycles of maturity. Realistically, the journey never completes.

As mentioned, education and understanding are key. This is not a time for instant gratification.

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