What do you do when the team has tight deadlines, but is not meeting those schedule dates, and the boss reacts by asking for even more schedule detail as a way to "get things back on track"? (And by the way, the boss is also changing scope and priorities weekly.) This case relays how one CEO and team were able to take a step back, understand and acknowledge the real problems, and mutually commit to a new, more agile, but also less ad hoc development approach.
What this is
A case study about fast adoption of Agile techniques to resolve a team's issues with meeting critical schedule commitments, while being flexible enough to respond to ongoing new input from current and potential users. The case involves a situation where there's an existing perception of "what's wrong and how to fix it" that is not necessarily right or the full picture!
Why it's useful
Multiple aspects of this case are very typical, in terms of the challenges faced and the existing perception of what's wrong and what needs to change. What's useful and insightful is seeing how open this group was to examining the situation and then making some big changes to how their team (and the CEO!) operated; and seeing how the "assessment" situation was set up to engender cooperation and support.
This case is useful specifically for anyone struggling to meet interim feature-based schedule dates within a project and experiencing lots of requirements (feature definition) churn.
How to use it
If your team is facing issues with meeting schedule targets, especially interim dates during a project, read the case for what the underlying problems turned out to be for this team, and what aspects of their new requirements and scheduling approaches might help you as well. (And if so, see also our Agile page. We have downloadable resources for learning about and getting step-by-step instructions for how to introduce and use specific Agile techniques with your teams.)
If you just want to learn more about situations where Agile techniques are very useful, read it to gain an understanding of this team's situation, the underlying issues and warning signs, and ways to bring Agile techniques into a team if necessary.
As different as company situations may appear, the fundamental performance problems remain the same. Matt provides performance coaching in areas such as collaboration, knowledge management, intellectual property, virtual teams, and program, project and risk management. Matt is certified as a Project Management Professional by PMI and is a Certified Scrum Master (Scrum Alliance).
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