| Symptom |
Cause |
Cure |
Palliative |
| Large offshoring or outsourcing |
Was sold as a way to achieve predictability
Executives
Cheap suppliers
Regulatory |
Become/emphasise predictability
Co-location
Cut local salaries
Emphasise value of local/fast delivery
Educate managers about "hidden" costs |
Bring them onshore temporarily
Deliver outsourced chunk and then run agile after that
Nearshoring
Remote representative
Use offshore for low variability and low uncertainty and onshore for high variability and high uncertainty |
| |
Introduction of agile is ineffective |
|
|
| Has to be introduced by stealth |
Lack of trust |
|
|
| Overloaded team |
Trying to do too many projects at the same time
Inability to prioritise
Failure to make decisions |
Make it visible which feeds these other three:
Assertive team
Proper governance - stakeholders meeting
Limit WIP |
Put yourself in place as a buffer
More pay
Bar tab
Silo people |
| Interrupt-driven environment |
|
Don't try to do dev and support at the same time |
|
| Management imposed agile silver bullet |
Strategy/accountability void |
|
|
| Lack of openness/embarassment |
Lack of leadership
Unassertive team |
Fix your own team |
|
| Large reorganisation |
|
|
|
| Rotten codebase |
Crap practices |
A long hard road |
|
| Team not interested |
No seed people to bootstrap the change |
|
|
| Insufficiently skilled teams |
No seed people to bootstrap the change |
|
|
| hostility to agile |
Agile rock star "poisons the brand"
Mis-set expectations |
|
|
| IT-only agile |
Business is not ready/educated
No access to the business |
|
|
