Chapter 20. Human Resources, Facilities, and the PMO

To achieve long-term success with Scrum, the implications of becoming agile must be transferred into other parts of the organization. When this is not done, organizational gravity—those influences that formed the organization into whatever shape it existed in before the start of the transition—will kick in. I have seen Scrum transitions stalled or completely stopped because they ignored the impact of becoming agile on groups outside development. Doing so results in situations like these:

Human resources. Scrum teams start out doing extremely well until annual review time comes around. Suddenly, everyone realizes they will again be assessed, and receive raises, based entirely on individual ...

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