Agile Failure Patterns in Organizations 2.0

TL;DR: Agile Failure Patterns — Why Agile is Simple and Complex at the Same Time

Agile failure seems to be increasingly more prominent nowadays despite all the efforts undertaken by numerous organization embarking on their journeys to become agile.

The funny thing is: Who would disagree that the four core principles of the Agile Manifesto

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan

— are derived from applying common sense to a challenging problem? Moreover, the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?

Age of Product: Agile Failure Patterns in Organizations

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Agile Management Anti-Patterns — An Introduction

TL;DR: Agile Management Anti-Patterns

Learn more about agile management anti-patterns the aspiring agile manager should avoid during the organization’s transition. From stage-gate through the back door to the ‘where is my report’ attitude.

Age of Product: Agile Management Anti-Patterns — An Introduction

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Why Agile Turns into Micromanagement

TL;DR: Why Agile Turns into Micromanagement

Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one, that embraces experimentation and failure is not in the best interest of everybody. Self-organizing, empowered teams often conflict with the middle management’s drive to execute on personal agendas.

Agile micromanagement: autonomy, mastery and purpose

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Why Engineers Despise Agile

TL;DR: Why Engineers Despise Agile

The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.

Agile Failure Patterns: Why Engineers Despise Agile

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