> I've worked with both agile and non-agile companies, and have to say that
> executive (C-level) buy in is crucial to getting agile to work.
I agree with Jason, but don't despair. The same can be said of any
kind of organizational or cultural change. It takes time and care, but
it can be done.
> Beware of anyone who teaches "agile" that has a PMP certification (or
> hangs out with those who do). It's kind of like saying that this course
> in Socialism will be taught by Milton Friedman.
Not necessarily so. I know some PMPs with very good insight into all
that they do. And if I thought hard, I could probably remember a CSM
or two who didn't know which end was up. The convinced skeptic is your
strongest advocate. And in some organizations, endorsement by some
PMPs is what it takes to get an audience. "Only Nixon could have gone
> In the end, Agile must be experienced to be understood.
Not true, if you only need enough "understanding" for the person to be
willing to give it a try. And a statement like this one can set you
back a long way. Most people have some experience in their past that
you can tie it to, if you get to know them and take your time.
> And then iterated upon. If the big cheeses are in line, you'll gel as
> a team and get it right.
Well said about "iterated upon."
Robert Merrill, Principal
"Software Shouldn't be Scary"