Agile Projects in a Non-Agile Environment
This paper explores the difficulty of using agile in just one part of a non-agile organisation where the head-office was based in another country and was committed to using a waterfall approach to project management.
Insight
This paper explores the difficulty of using agile in just one part of a non-agile organisation – in this case, in the London office of a multinational, where the head-office was based in another country and was committed to using a waterfall approach to project management.
Summary
This paper presents findings from a case study of a multinational organisation that adopted Dynamic Systems Development Method (DSDM) in one of their offices, along with a summary of the challenges they faced and suggestions from published literature about how to overcome them. Their main challenge was that their projects were approved, budgeted and monitored by their Headquarters using a traditional waterfall approach. As a consequence they were running agile projects in a non-agile environment.
The three main aspects of this challenge were:
Unlock this resource
You’re reading a preview of this resource. Become a subscriber or login to access the full resource.
Written by
Related whitepapers
Ready to lead change?
Join the Agile Business Consortium today. Unlock premium resources, network with global leaders, and certify your expertise.