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

Hi Ron,

you asked

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?

I do not see any tangible support required in most projects, but this maybe due to my view of empowering employees to do what is needed when needed.

For example if I have a Project Coordinator in charge of a project, they have free riegn over the process they use if it is successfull, all of my PC are accountable for thier actions. (does not mean if no results they get fired ;))

What it does mean is that if a success happens from a project managed the way they prefer great, I will not forcemy way of doing things. I will try to eductae on better ways however, but in my experience once a PC has seen the results of another team they will talk and learn, as is apparrent from these lists also.

If the PC fails, I will ask why they think so and offer constructive assistance and guidance, that is my job as a manager/enabler. If I can help I will, this does not mean I do thier work it just means I give pointers and getthem involved with more successful projects.


Scott Worley
  The reasons for failure are not process alone, this should never be fogotten, yet sometimes we are all guilty of it.

  ----- Original Message ----- 
  From: Ron Jeffries 
  To: [email protected] 
  Sent: Monday, February 03, 2003 7:10 AM
  Subject: Re: [xpAdoption] 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


  To unsubscribe from this group, send an email to:
  [email protected]



  Your use of Yahoo! Groups is subject to the Yahoo! Terms of Service.