Not-So-Greenfeld Agile Implementations
summary
Large enterprises like a big bank and mBank force tradeoffs: enforcing practices first often produces agile values later; permanent scrum masters tend to invent work so the ideal end state is zero involvement from them. Management must sometimes override teams, hire/fire, or bring in experts. Real example: a Ruby on Rails batch import that took a week gets rewritten with pure SQL/shell and runs in hours. Claim: small-team tactics rarely scale and ignoring managers creates systemic risk.
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chapters (11)
- 0:00Introduction
- 3:19Agile struggles
- 4:00Values vs practices
- 7:15The reality of scrum butts in large organizations
- 9:20Happy teams limits
- 10:22Team autonomy limits
- 12:27Scrum masters vs coaches
- 15:42Management role
- 17:08Team failure intervention
- 25:21Team growth vs business
- 26:02Q&A
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