Many of us talk about technical details, process, C level executives, managers, change management, culture and a large variety of other things as to why becoming Agile is difficult for a corporation.
Perhaps the real reason is much simpler than we think ---> Transparency.
I believe it is possible that the reason Agility is tough to take in large corporations is Agile's approach to transparency.
Here are some examples (it is important to realize that in an Agile environment, all of the following examples might be very public within the organization).
- The Product Owner does not know the value of the stories they are presenting to the team and the team rejects them.
- The team realizes early on in a project that what they are delivering will give no value to the company and it becomes very clear the project has no ROI (Return On Investment).
- The team cannot complete it's stories because it takes 3 weeks to get a user account on a server.
- The team keeps track of interruptions and presents the information as a reason for losing 50% of their productivity (this doesn't include the cost of "context-switching").
- The team reports that because of internal team member conflict (which they are working on), they estimate they lost 30% of this Sprint or Cycle capacity.
- During the retrospective, the team has figured out that they have two senior level managers giving them opposing goals and report it as something they would like fixed.
- The company is having problems with a product line and has reported to the team members they are losing market share.
- There will be a corporate reshuffle and the team members are asked how they wish to re-organize themselves.
I recall a comment from a previous customer who hit the nail on the head. He said to me after reading a published retrospective... "We are not ready for this!"
I can't tell you how many times I've heard the phrases "Agile is about transparency", "We want transparency from the team", "We want to do Agile because we are looking for transparency". Often the assumption is that the team is the one causing delays, acting improperly, slacking off, and the list goes on. The common misconception is that transparency is only about showing what the team is doing wrong.
Realistically, it is rarely the case that the team is the cause of all problems. Of course, they may have some issues. That's part of being human.
What happens almost immediately during a new transition is that things start to become "transparent" and the real causes of delay start to appear. This is immediately uncomfortable for people who weren't expecting it. Perhaps in your case, the "transition" is only happening in one small part of the company. Consider the effects of this transparency where it shows issues in other groups who didn't see it coming!
What can we do about this? Why not warn them? Why not give them some training and coaching?
Why not be honest about the fact that the information coming out of the teams will at times be uncomfortable?
Please, take the opportunity to talk about Agile values in your corporations. If you do not know why Transparency is so vital, please seek out an Agile Coach, Mentor, friend.. Whatever it takes.
The Agile Manifesto has many references that would involve transparency such as "Business people and developers must work together daily throughout the project." Previously, many problems would not have surfaced which this principle will expose.
The Scrum Alliance Code-of-Ethics says the following ; "When we make errors or omissions, we take ownership and make corrections promptly. When we discover errors or omissions caused by others, we promptly communicate them to the appropriate individual or body. We accept accountability for any issues resulting from our errors or omissions and any resulting consequences."
OpenAgile has a simple idea about this. It simply indicates it's purpose as follows; "The purpose of OpenAgile is to create an environment in which people are free to express their true nature and capacities to contribute to the betterment of their organization."
By spending a bit of time on this, you can make your transition a bit friendlier. Once people realize that transparency is expected and what it really means, the change will seem less frightening.
What's making it difficult for many corporations is that we haven't truly explained what will happen when information in the company becomes open and up front.
Remember, transparency is a two-way street!
by Mike Caspar
Agile Manifesto Principles - http://www.agilemanifesto.org/principles.html
Scrum Alliance Code of Ethics - http://www.scrumalliance.org/pages/code_of_ethics
OpenAgile Primer - http://www.openagile.com/TheOpenAgilePrimer