In my last article (Agile Transition "Initiatives" - Just say no!), I talked about how Agile Transition Initiatives can fail because prescriptive processes are pushed on an organization through a program delivered as part of some named initiative and led by a process improvement group, Agile coaching group or external consulting firm. The work force appears to acquiesce with the initiative but in fact passively resists it because they believe t
Image by Diaper dad via Flickrhat their unique situation isn't a fit for a standard process and the change is being forced on them sometimes without consultation or consensus.
An interesting article, by David Anderson, about making the "Agile Transition". At my workplace we're in the early stages of making this same transition. As an executive sponsor, it's something that I've generally approached in systematic way as a formal initiative. David's article suggests an alternative approach focused on the organizational culture. It's worth a read. For me, the verdict is still out on the best approach. I'm inclined to marry both the encouragement of cultural changes along with a a bit of a prescriptive approach.