I’ve posted about why I need to encourage agile practices outside my department.
If Scrum is isolated within one team, its very success can be used to counter further adoption. “Agile works for you but what we do is different. You do X we do Y.”
Creating a culture where groups work together to improve the organization is core to lean and agile. So the best ways to counter balkanization are the very principles under challenge.
I’m tackling this top-down by lobbying senior executives to bring in an agile/lean coach, bottom-up by removing impediments for my team, and, perhaps most significantly, sideways by initiating a Scrum in another department.
I have tentative approval from another department’s senior managers. Now, I have to meet with line managers and identify a backlog of work. Then solicit volunteers for a team.
I’ve taken Ken Schwaber‘s words to heart and asked them to Scrum their hardest challenge or the work they think least suited to agile.
So many things can go wrong. Of course, nothing that isn’t already going wrong. That’s the point.
Scrum will highlight those problems and make solving them obvious and necessary if no easier.
More to come…