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Re: [XP] Re: Convincing the business

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  • Bill Caputo
    ... Yup... one iteration to be exact. ;-) Best, Bill
    Message 1 of 49 , Jul 1, 2006
      On 6/30/06, John A. De Goes <john@...> wrote:
      > In 10 years you will be able to tell if XP is best for most business
      > models by looking at what companies are doing (of course, 10 years
      > from now, entirely new ways of developing software will be in vogue,
      > and the dinosaurs, if they are indeed practicing some variant of XP,
      > will take quite some time to move to its successors).

      Yup... one iteration to be exact. ;-)

      Best,
      Bill
    • duane.waninger
      There doesn t seem to be much advice in these posts to really help answer your question. I think Steven got it right when he said ... ========================
      Message 49 of 49 , Jul 11, 2006
        There doesn't seem to be much advice in these posts to really help
        answer your question. I think Steven got it right when he said ...

        ========================
        The key to winning buy-in is to:
        - discover where the discernable pain is
        - suggest a few things that might ease the pain
        - discuss the tactics and strategies and tradeoffs of trying those
        things in various ways or combinations in their context
        - get them to just try one of those things for a short while to see
        if
        it helps (5 months is too long)
        - do your best to make it work
        - repeat
        =========================

        The Serenity Prayer say "... courage to change the things I can ..."

        My suggestion is to start small, with the things you can change. If
        you have buy-in from the IT guys, then start there. Change the
        development team dynamic. Move the development team to work in
        iterations. Start asking questions regarding requirements to the
        liaisons on a daily/hourly basis. Try to increase team
        productivity. Once you have some control on the things you can
        change, start talking about what you're doing to the liaisons. Drop
        Agile key words and phrases along the way. Nothing you try to say
        will convince anyone faster than proven results.

        When trying to change the organization you have to take a long-term
        view. Changing a organization, especially a large organization
        won't happen overnight. It might not even happen in your tenure
        with the organization. The best you can do is to teach the IT folks
        to use the methodology and let nature take its course.


        --- In extremeprogramming@yahoogroups.com, Bil Simser <bsimser@...>
        wrote:
        >
        > I guess this is probably the biggest question that gets asked
        around here.
        >
        > Does anyone have a good summary or set of tips on how to convince
        the business that xp/scrum/iterative is a good thing and why they
        should invest. I can't win the scenario if they're not going to bite
        the apple.
        >
        > The setup is something like this. The business provides a liason
        who works with the BA to resolve questions about the problem domain
        and will do acceptance testing of the solution. The problem is that
        they dedicate say a week to testing at the end of the system. This
        is obviously too late so I'm looking to propose an iterative cycle
        of one month for each release where they spend a day. Over a 5 month
        project, this amounts to the same (and hopefully shorter) investment
        of time. What I want is to convince them not only to breakup their
        commitment like this (which they're pretty relucatant to do anyways)
        but also to provide feedback into the next iteration.
        >
        > So I'm looking for some tips on how to talk to these guys without
        being overly pushy. I'm consulting at the firm I'm at and the IT
        guys are all for Agile, but the biggest problem they see is the
        solidity that the business users are set on.
        >
        > Yes, this is a tough problem and I know there's no real boiled-
        down, step-by-step, corn-fed answer that can be applied to any
        situation. I'm just looking for some help on ways to approach the
        problem.
        >
        > Thanks.
        >
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