RE: agile & extreme

JB,

> >> >> Basically my aim is: is there any principled retreat from full-on 
> >> >> extreme that
> >> >> increases the chances of adoption, and still delivers a good 
> >> >> chunk of the value
> >> >> (and would tend to lead to more extremity)?
> >> >
> >> >Nicely put. 
> >> >
> >> >I think you've outlined what to me is the _only_ aspect of this
> >> >agile versus extreme discussion that is actually useful to us in 
> >> >terms of fostering xp Adoption.
> >> >
> >> >I suggest we fast forward past any advocacy type discussions.
> >> 
> >> One possibility: be as extreme as possible in one small part of 
> >> the organization. Be successful. If people don't ask questions, 
> >> then you likely won't get anywhere with anything you try.
> >
> >This makes sense in the context: "I work in an organization and I'd
> >like to spread use of XP in that organization" but it doesn't 
> >work for all of us. It's still a great approach, but the reason
> >some of us are looking for a less-extreme way to phase things
> >in is that we're trying to hook clients on XP, not employers.
> 
> Well, I certainly don't have the same level of experience hooking 
> clients on XP, compared to employers, since I have worked much 
> more as an employee than as a direct service provider.
>
> Still, assuming that your client is just part of a larger 
> organization, then the only difference is that you don't work for 
> your client yet. Once you do, the likelihood is that the 
> situation will be quite similar, leading to the possibility of 
> expanding your market to more parts of that larger organization.

I guess what I'm saying is that an outsider - unless brought in
for the specific purpose of doing XP - may have less ablility
to go all the way to extreme than a well-connected insider.
 
> >> Has anyone demonstrated success using XP in some corner of their 
> >> organization, not had people ask questions but still feel that 
> >> the greater organization would be receptive to change?
> >
> >Not sure just what you mean here.
> 
> My hypothesis is this:
> 
> If you are successful and people see your success, but aren't 
> interested in how you did it, then those people are generally not 
> receptive to change.

Ah... well that makes sense from my experience. How to use
this observation is stil the question I'm wondering about.

Charlie Poole
[email protected]
www.pooleconsulting.com
www.charliepoole.org




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