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Agile Transformation (1)

This post is from Lean Agile Training by joe. Click here to see the original post in full.

I was leading an Intermediate CSPO course last week in Winston-Salem.  Some good questions. One theme was about the agile transformation.

The idea is simple, and has many names.  One way to say it: Only by transforming the culture and many of the current ‘ways of doing things’ can a firm realize the fuller value of lean-agile-scrum.  So, a couple of related sayings:
“Culture eats strategy for breakfast.”
“Once you implement Scrum, everything must change.”But before I discuss those (both are useful, but neither fully correct) — let me discuss what an agile transformation might be.Most firms typically start with one or two pilot Scrum teams.

Then they expand to say 5 Scrum teams.

Then they can notice that a few managers are working on the impediments of the five teams.  And someone suggests an “impediment removal team” composed of those managers. And that they act like a Scrum team, except that their product backlog derives from the impediments of the 5 Scrum teams.

Then they decide to expand to more teams.  And now people start noticing, in a bigger way, all kinds of impediments that are ‘cultural’.  How we compensate people, who reports to whom, performance appraisals, management metrics, how different departments interact, etc, etc, etc.

People also notice that starting teams is serious effort.  Training is costly and difficult to arrange for lots...

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