tag:blogger.com,1999:blog-697929553688711480.post3226463729104098113..comments2010-10-19T12:39:18.995-07:00Ryan Brushhttp://www.blogger.com/profile/14619577469724926326noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-697929553688711480.post-91526212736832804882010-10-19T12:39:18.995-07:002010-10-19T12:39:18.995-07:00I am unconvinced that "Agile in the Large" can succeed. From my firsthand experience and anecdotal evidence, there is a major disconnect between agile philosophy and the demands of management. We are supposed to allow features to slip to hit a deadline, but management says, "Not these features!!" We are supposed to have a user in mind to build stories for, but often the requirements still come down from the mountain on stone tablets and cannot be changed. We should be working in dedicated teams that stick together to build chemistry, yet individual programmers are often considered to be resources that can be mixed and matched to form new teams to work on a new project every 6 months. From what I can tell, the biggest obstacle to adopting agile practices is management who is cramming it down our throats.Jonathanhttp://www.blogger.com/profile/14781584843809702180noreply@blogger.com