As the number and size of organizations piloting and adopting Agile projects rapidly increases, most initiatives focus solely on delivery and execution while ignoring the impact that such a radical change may have on an organization – and how that impact may affect the project and product itself.  Most projects view organizational change as a distraction or are likely to simply disregard it.  Furthermore, by definition, it is the responsibility of the project manager or ScrumMaster to shield the team from such distractions rather than leverage them as enablement tools.

In this presentation, we will tell the tale of a failed Agile effort.  We’ll then introduce a number of the common organizational barriers to Agile success – things that you will run into when you introduce Agile – and present the beginnings of an enablement approach that can be used regardless of level of investment.

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