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	<title>Comments on: 6 Signs That Your Organization Is Not Ready for Agile</title>
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	<link>http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile</link>
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	<pubDate>Thu, 17 May 2012 02:47:17 +0000</pubDate>
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		<title>By: George Kalfopoulos</title>
		<link>http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile/comment-page-1#comment-60559</link>
		<dc:creator>George Kalfopoulos</dc:creator>
		<pubDate>Mon, 31 Oct 2011 13:35:09 +0000</pubDate>
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		<description>I frequently see advice about implementing "agile" progressively. I am uncertain how feasible this is in practice. 
I mean in order for some agile practices to actually work as expected some other (higher level managerial type) practices must also be agile. What I usually see is a half-baked attempt at agile (where say the developers/analysts try to follow the agile methodology and the managers/architects/team leader have to report and follow some variation of RUP or other model), which also usually does not work out. 
I am all in favor of incrementally introducing agile practices but the increment has to be a vertical slice in the organization from top to bottom layers in order to see any results. I don't know if someone else has had a different experience.</description>
		<content:encoded><![CDATA[<p>I frequently see advice about implementing &#8220;agile&#8221; progressively. I am uncertain how feasible this is in practice.<br />
I mean in order for some agile practices to actually work as expected some other (higher level managerial type) practices must also be agile. What I usually see is a half-baked attempt at agile (where say the developers/analysts try to follow the agile methodology and the managers/architects/team leader have to report and follow some variation of RUP or other model), which also usually does not work out.<br />
I am all in favor of incrementally introducing agile practices but the increment has to be a vertical slice in the organization from top to bottom layers in order to see any results. I don&#8217;t know if someone else has had a different experience.</p>
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		<title>By: Phil  Simon</title>
		<link>http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile/comment-page-1#comment-21081</link>
		<dc:creator>Phil  Simon</dc:creator>
		<pubDate>Sat, 15 May 2010 12:40:04 +0000</pubDate>
		<guid isPermaLink="false">http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile#comment-21081</guid>
		<description>While I'm no expert on Agile, I'd like to add the following:

The organization's culture does not tolerate failure.</description>
		<content:encoded><![CDATA[<p>While I&#8217;m no expert on Agile, I&#8217;d like to add the following:</p>
<p>The organization&#8217;s culture does not tolerate failure.</p>
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		<title>By: Bruno Collet</title>
		<link>http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile/comment-page-1#comment-20932</link>
		<dc:creator>Bruno Collet</dc:creator>
		<pubDate>Tue, 11 May 2010 14:20:19 +0000</pubDate>
		<guid isPermaLink="false">http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile#comment-20932</guid>
		<description>Vicky,
You would be surprised. Many executives read about Agile in industry magazines or hear about it in a business event. Because Agile sounds so "common sense", most people believe that it can be implemented easily and have no clue about the organizational/cultural enablers.
It's our professional responsibility to point at both advantages and disadvantages and to assess whether it makes sense in the first place.
In particular, Agile is now in the spotlight for large companies such as banks, that have longstanding waterfall culture, silo functions, and a billion compliance regulations. It would be absurd to come to these orgs with, for example, a Scrum 101 approach.
Bruno</description>
		<content:encoded><![CDATA[<p>Vicky,<br />
You would be surprised. Many executives read about Agile in industry magazines or hear about it in a business event. Because Agile sounds so &#8220;common sense&#8221;, most people believe that it can be implemented easily and have no clue about the organizational/cultural enablers.<br />
It&#8217;s our professional responsibility to point at both advantages and disadvantages and to assess whether it makes sense in the first place.<br />
In particular, Agile is now in the spotlight for large companies such as banks, that have longstanding waterfall culture, silo functions, and a billion compliance regulations. It would be absurd to come to these orgs with, for example, a Scrum 101 approach.<br />
Bruno</p>
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		<title>By: Vicky Stamatopoulou</title>
		<link>http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile/comment-page-1#comment-20929</link>
		<dc:creator>Vicky Stamatopoulou</dc:creator>
		<pubDate>Tue, 11 May 2010 12:09:19 +0000</pubDate>
		<guid isPermaLink="false">http://www.pmhut.com/6-signs-that-your-organization-is-not-ready-for-agile#comment-20929</guid>
		<description>I would guess that an organization in which all 6 signs are observed, would not really care about its agile potential or even spent a sec thinking whether or not to implement new practices at all. What would you think?</description>
		<content:encoded><![CDATA[<p>I would guess that an organization in which all 6 signs are observed, would not really care about its agile potential or even spent a sec thinking whether or not to implement new practices at all. What would you think?</p>
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