The Price of Agile Is Eternal Vigilance

Youpsilare the executive sponsor of your divisionpsilas foray into agile development. It was successful with the first development team; you saw very good results with the second and third; by the fourth team you knew you had something really successful going on. Now you want to roll it out across the entire engineering organization. But therepsilas a problem: each of your teams approaches agile a little differently. Youpsilad like a consistent approach across the division for a number of reasons, but you donpsilat want to stifle the new culture of cooperation and coordination that agile has brought to the organization. You have four different teams doing agile successfully four different ways. How do you scale agile across the organization with a consistent approach that also supports The Manifesto? We successfully scaled agile across a large development organization using strong, and very active, executive sponsorship to complement agile team discipline; by laying out a set of clearly defined, non- negotiable conventions and regulations, practices and expectations; and by training ourselves to constantly and consistently enforce, and question, these conventions from within.