Join Kelley OConnell for an in-depth discussion in this video Environmental inhibitors, part of Transitioning from Waterfall to Agile Project Management.
- Your pilot project is over…and you've decided to continue your Agile role…out to other teams.…Well, you have more work to do…to make sure your organization is ready.…What does that mean?…What's left to be done?…Well, I don't know specifically…because I'm not there.…Your pilot team, however, is there,…and that means they're the ones to tell you…what's next to keep the ball rolling.…Your first step is to hold a retro…of the pilot with the team.…Specifically, you need to ask the team what they need…to make Agile more successful in your environment.…
Once you have that list,…just set out to fix any and all…of the organizational impediments that they told you about.…Have them tell you what needs to be fixed…and rank those items in order,…from most important, biggest problem,…to least important, smallest problem.…Now, I realize this is a lot easier said than done.…In many organizations,…the biggest impediments to Agile…are also key software delivery tools and milestones.…After an Agile pilot,…most Agile teams report…that their old methods of testing software…
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- Name three elements that are part of agile project management.
- Explain how an emphasis on customer collaboration over contract negotiation impacts profit margin.
- Recognize an environmental factor that can impede the transition to agile project management.
- List three questions that are a standard part of a daily standup meeting.
- Identify the first step in gaining executive support for an agile effort.
- Determine the ideal length for an agile project.
- Recall the primary goals of Sprint Zero.