Mistake No. 2: Practicing Agile in Silos
Mistake No. 2: Practicing agile in silos
Because agile is often a grassroots-driven phenomenon, processes and practices sometimes evolve out of sync. Different teams within the same organization try different methodologies, follow separate standards or even implement specific practices in dissimilar ways.
These teams often operate in silos, unaware of what others in the organization may be doing in terms of agile. As a result, they may have developed their own working methodology with their own preferred practices and tracking and reporting systems. This works in small environments but can be disadvantageous as agile methods spread through the organization. Even small inconsistencies can lead to significant difficulties in integration, tracking and productivity.
To combat this "silo syndrome," a majority of companies that have succeeded in scaling agile have leveraged an internal, service-oriented team dedicated to the consolidation, promotion and dissemination of agile knowledge and practices. Since every company tailors agile methodologies and processes to work within their specific business model and constraints, it falls to this core team to spread the word and act as a resource to new teams as they transition to agile development methods.
With in-house access to their company's unique brand of agile, customized to their specific needs and culture, new teams can obtain best practices, recommendations and strategies from this readily available repository. Having this reference team and centralized body of knowledge also provides a significant leverage point from which the entire company can learn and grow.