We often encounter bottlenecks in implementing Agile, Scrum, SAFe, Spotify, and similar methodologies, and we need to correct erroneous or misleading allegations about the agile approach. At the same time, Agile as such cannot be responsible for the failure of transformations. There are a number of educated, experienced and sensible people who understand the wider context in this field and can guide you through the agile forest. We have written the seven biggest and most frequently repeated myths of agile transformations.
Can't manage projects? Your IT has grown too fast and is it one mess? We lack architects, analysts? Is corporate culture appalling?Scrum doesn't really solve the problems mentioned above. Name the problems exactly and solve them where they are. It will probably help you to implement ITIL properly on IT processes, PRINCE2 on project management, getting a good business architect and, last but not least, a coach who will help HR change the corporate culture. Don't hide behind Agile and solve incompetence where it really is.
Agile is not Scrum. An agile approach is philosophy, set of values, way of thinking and behavior. This includes a number of techniques, methods and concepts. If you really understand agility, then you know that there is no environment, project, business area where some of the agile approaches, behaviors or ideas cannot be used. Agility can be used everywhere - you just need to know what it really is and how to use it effectively.
Although agile approaches have a history, they are still in their infancy in terms of clear procedural definitions. Terms, methods, names constantly arise and disappear. Agile is not a clearly defined and established methodology. The Agile Software Development Manifesto was created in 2001, but it can be easily summarized in one slide. The Scrum Guide is from 2010 - and has a few pages. DSDM Atern was born in 1994, PRINCE2 Agile about five years ago.
Scrum Master makes the interface between the team and a possible project. Unfortunately, many went the lighter but blind path and hired a "senior" Product Owner or even a senior Scrum Master. Please return to the original ideal and invest in a senior team and truly autonomous units. Empowerment, self-organized team, autonomous team - this is exactly what you need. This is the only way we get the maximum value from the original idea of scrum.
A plan is a THINKED process toward a goal (even a change) created by the implementation team. Let's replace the word "plan" with "think". It is clear that using scrum in a more complex environment requires experience and blatant reflection. If the team can't plan, don't excuse yourself doing it agile and learn to plan.
Many companies have embarked on an agile transformation in an easier, but poorer, way. They reorganize, sometimes pointlessly. The greatest value of agile approaches is in changing culture. If there is no enlightened HR, if you avoid real implementation of your people's empowerment, if management is not ready to change their decision-making and remuneration, if trust does not become one of the core corporate values, if purchasing does not change its approach to suppliers, forget the main benefits of agility. The beauty and power of the agile approach lies in the "behaviors", not in the concepts and methods.
If someone else tells you that thanks to an agile approach, an organization can cancel projects, project management and a project office, then it is certain that they don't really know what Agile is for and they don't know anything about project management at all. It's as wrong as claiming that someone is delivering projects by scrum. Scrum is not about project, but about product management. A project, by definition, is a temporarily created organizational structure through which we deliver a comprehensive change. Each project can use agile approaches to varying degrees. Feel free to rename PMO (P3O) to APMO - Agile Project Office and ensure that the organization can synergistically leverage the best of Portfolio (MoP), Program (MSP) and Project (PRINCE2 Agile) management. You can cleverly combine ITIL, XP, Scrum, PRINCE2 Agile, LEAN and many more.
Article source: IT Systems / Project Management, author Martin Klusoň
https://www.systemonline.cz/rizeni-projektu/7-nejvetsich-bludnych-balvanu-agilnich-transformaci.htm
