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Hi Michael,
> On Oct 10, 2015, at 11:56 AM, Michael Wollin [email protected] [SCRUMDEVELOPMENT] <[email protected]> wrote:
>
> Here is the situation at hand:
>
> The vendor already positioned the engagement as transformation. In reality, we are actually doing what you say, piloting agile with a few selected projects as a realistic first step. It's not a company roll out, yet, however that's the long term hope of our internal sponsors.
>
> But we have a meeting with the CFO and we have an opportunity to impact a major impediment, by seeing what can be done with portfolio management and governance (i.e. stable teams doing one project at a time). To quote, "Doing one thing at a time gets more things done." It's a big problem here and changing that will win a lot of middle management hearts and minds. I may plant the seed for a future conversation about annual performance reviews, etc., but that at least creates a space for the portfolio WIP conversation.
Yes. ISTM it is easy to show that one project at a time works better — IF they believe that the projects will ship on time. If not, a little progress on everything may seem better.
>
> As well, I don't think it's too early to be prophylactically talking about creating a "blame free" environment that tolerates small failure as a learning gift, and that we hope to be able to expose and deal with systemic structural and cultural impediments safely when they come up.
Worth a try ...
>
> Is this still to far a reach in your view?
I doubt that you’ll succeed in transforming the organization, but you might make some people’s lives better.
>
> Perhaps I'm just tired of AINO. I want to leave them with some tangible improvement in their day-to-day lives.
Indeed.
Ron Jeffries
ronjeffries.com <http://ronjeffries.com/>
There's no word for accountability in Finnish.
Accountability is something that is left when responsibility has been subtracted.
--Pasi Sahlberg