In six posts, I have written about agile roadblocks: obstructions for implementing agile processes. The time has come to conclude the series with a summary and a couple of final words.
The theme of the series has been issues you might be facing when migrating to agile development.
Agile principles are easy to understand but can be difficult to master, and the transition to agile can be as complex as the problems it tries to solve.
- Stray Team Members deals with a malpractice far too common in my opinion. Resources are shared between projects, or moved around carelessly. This hurts productivity, both for teams and the individual.
- Drowned by Waterfalls explains the problem you face when asked to adopt an agile methodology even if parts of the organization don't, and are unaware of the implications.
- In Lost in Translation I write about the danger of migrating to agile without knowing why.
- The point in Man Overboard! is that people are not always willing to embrace change.
- Predicting the Unpredictable describes why relative estimations work better than absolute calendar time estimations.
- The last post, Cross-Functional or Dysfunctional?, addresses the issue with organizational silos and a common misconception in Scrum: that individuals need to be cross-functional.
Agile offers a different approach to software development. Migrating to agile methodologies can boost productivity and help delivering value to customers. But before migrating, or to reach the next level, consider these questions:
- Why do you want to migrate to agile development?
- Is the whole organization on board and aware of the implications?
- How will people be prepared and trained to succeed with the transition?
- How are you going to create focused, self-organizing and cross-functional teams?