If it gives you any hope,
we had the opposite experience. Once we switched to agile, we were seen
has having an "increased sense of urgency." I think the two biggest
contributors to this were the daily standup meeting and the customer
walkthroughs at the end of each iteration. (Interestingly, we'd been
holding daily standup meetings long before we went to XP but we had them in a
conference room. After XP, we have them where we work.)
These stories are not apocryphal --- I know people at the manager level who
got into trouble for this exact thing.
In a message dated 7/6/2005 8:12:51 A.M. Mountain Daylight Time,
Subject: Negative perception of agile
teams (was: seeking agitator)
--- In email@example.com,
> There are
apocryphal stories I've heard about shops where teams
> practicing XP
were viewed in a negative way because they didn't
> exhibit the same
"sense of urgency" as the other teams in the
don't think the stories are all apocryphal. One of my clients,
old-style manager from a marketing background does that. He has
team on an old technology and a broken product who do death marches
a regular basis, and a new team using java/struts/eclipse with XP.
He does not credit Agile with the success, just the technology.
he complains that there is not the same sense of urgency
commitment in the XP team. Totally subjective. So whenever
under financial pressure, he complains about his XP team's
working atmosphere. He does not realize how it is not
quite intense and focused on quality and delivery. They
are just not
as frazzled as the others...