The Regenerate Web

Reading this post on Carpe Factum made me want to share about my experience with "agile" management practices.

The value of the agile, especially SCRUM, is the continual measurement of the distance to a goal. That is, for me, a signficant benefit. Here are the premises:

• Tasks size is small, so deviation from estimate is identified quickly.
• Frequent measurement of distance to the goal. In SCRUM the daily meeting allows the SCRUM Master to measure the distance. The burndown charts they use show daily progress toward the interim goal

You are a manager or leader. You want to make a difference. You recognize that the way that the organization does things is getting in the way. There are processes in place that need to change if things are going to get better. Most people want things to get better. Virtually everyone in every organization has some process that they would like to improve. Trouble is that it is difficult to get two people (let alone the whole team, division, department) to agree on what or how to change.

How do you ensure that the changes that you implement are having the effect that you hoped that they would? How do you ensure that the changes stick, that the people experiencing the change are helping drive the change, rather than resisting it. How do you collect sponsorship from those managers in positions to help you drive the change? I have one suggestion: Measure the change!