How to manage Agile developers working with traditional (serial) business persons?
- by Riggy
Good afternoon,
My work environment has some problems. Our IT team is trying to be more agile, but we're not really getting buy-in from the business. They attend our daily stand-ups and sprint reviews, and they help with sprint planning, but then they turn around and do 4 months of requirements gathering for a project before moving forward with a (mostly) serial development style. The sprint goals are things like "get XX% closer to release".
For the IT team, they've turned the Sprints into a sort of death march. We end a Sprint one day and start a new Sprint the very next day. There's no reflection or changes done between sprints, only during.
Having never done any of the agile methodologies before, I haven't had a very pleasant introduction to them. So my questions are:
1) Should there be some time (perhaps a week or so) between sprints to do the reflection/introspection/changes/etc.? Or are back-to-back-to-back sprints the norm?
2) Is there any chance for survival for an agile team with no agile business counter-parts? If not, are there some transitional methodologies or even tips for moving the business towards an iterative if not necessarily agile mindset?
3) Should your entire team be on every sprint? We have almost 20 programmers on a single sprint but working on completely different projects (typically teams of 3-5, sometimes larger). Is it normal to have a single sprint or should we be trying to manage multiple independent sprints? Should we be trying to keep the multiple sprints in concurrent lockstep or should their timetables be allowed to overlap and be flexible?
Any thoughts or advice is appreciated. This is my first time coming over from SO for a question, so please let me know if there are better ways to phrase these kinds of questions (faq was rather helpful, but still not sure I'm following it perfectly). Thanks!
