Most attempts to adopt Scrum in large organizations do not result in durable, ongoing transformation. Obstacles to Scrum adoption are usually obstacles to business success in general, and established organizations are usually reluctant to let go of them. Here we look at seven obstacles to enterprise agility, where bad thinking is half the problem.
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In a drastic departure from a project management approach heavy on control and prediction, Salesforce.com rolled out an in-house Agile development methodology in just three months. From resistance to breakthroughs, here's a look at how they did it, with some lessons that other organizations can apply to their own transformation initiatives.
Multitasking is one of the biggest drains on project team performance, but it’s not so easy to convince the powers that be, your peers — or even yourself — to stop the juggling act. Here are some practical suggestions for improving team focus, one project and task at a time.
This real-world example looks at how agile principles were applied to an international company’s global ERP project. It discusses how agile was used to provide continuous feedback into how the project operates. It discusses many of the company’s lessons learned and how it solved challenges in a typical waterfall environment using agile principles.
Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.
At its core, Organizational Agility is about strategic responsiveness and functional flexibility. Companies that master it — that embrace rapid change as a source of energy and innovation — will thrive while others stagnate. Here is an introduction to the concept, including the driving forces behind it and the characteristics that define it.
In order to manage innovation to meet global challenges, organizations should implement an approach that joins together the management of individual projects, integrates them to the organizational project perspective for delivery and governance, and aligns them to the organizational strategy.
Organizational change is first mental, then we can change strategy and start doing things differently. So, business transformation is about changing minds and then actions. Yet, what do we really know about changing minds?
As organizations grow older, agility tends to wane. They become more set in their ways. Breakthrough thinking gives way to embracing routine endeavors. Reaction times slow. Maintaining the status quo becomes common. It doesn’t have to be that way.
Agile can help steer a company through organizational culture and process changes, but the project requires a strategic shift in operations. But even with these challenges, agile provides the necessary tools to make this transition possible.