Re: What are Scrum's top Impediments
Let me be clear. Scrum is great (at least in my opinion). I think
Scrum has had a great impact and will have a greater impact. But I am
impatient and at least want to be relentless in pursuit of perfection.
So, the impediments I refer to are only to Scrum's greater, better,
faster adoption or more fruitful use.
I wanted to raise these questions (below) again, in advance of the
ScrumGathering in Chicago.
--- In firstname.lastname@example.org, Joseph Little <jhlittle@...>
> I just read an article entitled "How to Tap IT's Hidden Potential"
> from the WSJ/MIT Sloan Management Review. And wrote a related blog
> post, <http://agileconsortium.blogspot.com/>here.
> This led me to thinking about Scrum's hidden potential. Which I
> frame as: What are Scrum's top impediments? Put a different way, why
> isn't Scrum having a far greater impact than it has so far.
> Bear in mind that my point-of-view is like the Lexus catch-phrase:
> The relentless pursuit of perfection. We will never attain
> perfection, but we should always reach for it. So, I am not beating
> up on Scrum or us, but asking us: why can't we have a greater impact?
> So, here are my top 5. What are yours?
> * We have not gotten enough support from the business side (in firms
> where Scrum/Agile has started).
> * We do not have enough visibility for the Nokia Test (or something
> similar) (to avoid Cowboy Agile and Agilefall).
> * We do not have sufficient data to knock their socks off (I think we
> have plenty of experience, which we know is true, but we lack some
> data to prove it to the skeptical.)
> * What data we have (and some of it is very impressive), we are not
> using well enough to influence people.
> * We (or too many of us) view Agile as basically an IT movement or
> initiative. We should view it as a business movement/initiative.
> * We do not have sufficient appreciation that one must do Agile/Scrum
> with a gut understanding of the principles. Just doing practices
> won't crack it.
> * We have not prepared people for The Long March. I will paraphrase
> Taiichi Ohno and say: The key to long-term success is the
> willingness, like a great athlete, to work continuously, year-end and
> year-out to get better. To always be explaining to people (new or
> experienced) "this is why we are doing things this way".
> A few other comments:
> * We are young really; many in Agile/Scrum are still inexperienced
> and make the natural mistakes that the young make or those new to any
> sport make.
> * There are natural limits on our growth. (Growing much faster would
> be a problem in itself.)
> * There's a bit too much fighting within the Agile
> community. (Normal and predictable, in my view.)
> * We have made some mistakes along the way, and are probably making
> them now. These are normal.
> * There are LOTS of other impediments (and a bunch more I wanted to
> mention), but are they as important as the top 5?
> * I have seen several firms start Agile/Scrum with a bang, and then
> have it start to fade a few years later. Like a marathoner, they
> need to recognize The Wall that comes up a couple of years out. Ohno
> started working on the Toyota Production System in the 1940's. He
> wasn't done getting it fully adopted when he retired in the 1980's.
> * A lot of people are already working on these impediments (eg, one's
> above). We just need more people to work on them too.
> Obviously I believe in a baker's dozen. ;-)
> We should not be dispirited that we have not accomplished more. We
> have accomplished a lot.
> What are your top 5?
> Thanks, Joe