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Chapter 12. How to Adapt Scrum (Without Destroying Its Agile Foundations or ...

Chapter 12. How to Adapt Scrum (Without Destroying Its Agile Foundations or Doing Negative ScrumButs)

Unless you are lucky enough to work for a company where top management supports Scrum, middle management also supports Scrum, and the whole company or IT department has been completely reorganized for Scrum, your project or company environment may not be as perfect as Scrum prescribes.

Usually, you will find yourself in a company where management may have heard about Scrum or may even have tried it on a few projects, but they have not fired all the specialists and hired generalists or let go of all their project managers to replace them with only ScrumMasters. With the exception of some commercial software companies, most of corporate America, which represents around 99% of all companies, is still organized the old way, meaning with many separate functions within the IT departments. To see the truth of this statement, go to the Career page on the website of Capital One, one of the companies often cited as having adopted Scrum, and see how many business analysts, business systems analysts, and project managers they are still hiring. The same observation is true of the other large companies known for having moved into Agile or Scrum, such as Verizon, Sabre, NBC Universal, General Dynamics, Texas Instruments, and American Airlines, just to mention a few.


  

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