How do we scale agile to adapt to the flourishing ecosystem while facilitating business sponsors, steering committees and PMOs interested in creating project-related decision frameworks, selecting specific projects based on those frameworks, planning the delivery of those projects or investments, tracking those investments at a high level and reporting on these activities?
Most of the rituals such as Daily Stand-ups and retrospective meetings give us a nice platform to carry forward an approach of thinking in terms of solutions and engage with the customer or distributed teams more efficiently. This practitioner started sharing this practice with his teams and calls it “moving from the problem space to solution space”.
One day it hit this writer like a ton of bricks: We’re really not doing pure agile because…we really don’t want to be doing pure agile! With that epiphany, the realization of what the problem was became that everyone was focused on wanting to do what they thought was pure agile--at the expense of being agile!
The approach of this case study is to give a real example of applying the Scrum concepts on a PMO team’s daily operations in the construction industry--and how we can benefit from the flexibility of these practices in that discipline.
There are those who still contend that Agile has caused more problems than it solves. So how do you ensure that Agile works for you?
