Development teams need to be teams first and company people second. What happens when your team wants to start using user stories and index cards, but your analyst team manager thinks Use Cases are the best way to document requirements? How about when your QA process is not mature and you keep releasing with defects but the QA manager does not do anything about it? How about your project manager never buys into the team and only cares about being on time and on budget because their review is based on it. Maybe the tech lead wants requirements that never change and never lets the client change their mind. The technical manager taught your tech lead and agrees with everything the tech lead says.
Agile or what I like to call "Successful Teams" are teams. They do what it takes to do what the customer wants, deliver features. I am not saying only agile teams are successful but successful teams are agile.
If your organization is matrix, get your leadership buy in to override any HR manager decisions because it is best for the team. Then, talk to each HR manager. Tell them you have management backing and you need flexibility to deliver software in a way that is successful for your client. If you do not have management backing, you cannot do it. If it is that bad, you might get your resume in shape and find a company that does.
Agile or what I like to call "Successful Teams" are teams. They do what it takes to do what the customer wants, deliver features. I am not saying only agile teams are successful but successful teams are agile.
If your organization is matrix, get your leadership buy in to override any HR manager decisions because it is best for the team. Then, talk to each HR manager. Tell them you have management backing and you need flexibility to deliver software in a way that is successful for your client. If you do not have management backing, you cannot do it. If it is that bad, you might get your resume in shape and find a company that does.
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