Re: Do C-Level managers, and business drivers really need to know about XP?

On Sunday, February 2, 2003, at 2:14:04 PM, Bill Walton wrote:

> Several months ago, as I began my serious investigation into XP, I met with
> a former co-manager at Sabre.  Her VP is adopting XP across his
> organization; 300+ developers.  Virtually the first words out of her mouth
> were these:  "XP is not just another development methodology.  XP is a
> culture change."

> Culture change in large organizations is typically a slow, painful process
> that requires support from the highest levels.  The changes required for /
> enabled by the adoption of XP involve much more than planning cycles.  It's
> a mistake, IMO, to underestimate the level of support, and therefore the
> level of understanding, the successful adoption of XP at an organization
> level in large US corporations will require from the C-level folks.

What are the top few changes that, in your view, are necessary at the
C-level to support an XP project? What changes are necessary to support
two, three, ..., N such projects?

Ron Jeffries
www.XProgramming.com
Knowledge must come through action;
you can have no test which is not fanciful, save by trial. --  Sophocles


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