When Agile process is too much process
Some organisations, or parts thereof, have a development process that lives squarely in chaos. Worse, many members of those organisations believe it is a normal, sometimes even desirable, state. The others have left.
What I have noticed in those environments is that new techniques and technologies do not get adopted. Instead a passive-agressive attitude exists, whereby the change is not supported and when things degrade people are quick to use it as proof their old familiar ways are superior. Any attempt to introduce any kind of methodology that is “not invented here” is doomed in this context. I am quite convinced that any change is actually doomed. I may get the opportunity to observe this in the introduction of a “waterfall” process in my current company.
Worse however, while many would think that an agile methodology is more appropriate for those organisations (and they are probably right), it is almost impossible to successfully introduce it. In most cases members of the organisation lack the practice of self discipline necessary to support an agile process. And building that requires in turn a full cultural change where, initially at least, the disciplined application of good practices is valued more than the result.
How would you go about it if you are not the CEO ? Do you have gardener’s tip to successfully grow agile seeds ?
