Abstract
The following case study is drawn from real life, although it is no accurate reproduction of any single one of my projects. It is included here to make the often abstract theory outlined in this book more tangible and accessible. Depending on the circumstances you, the reader, are facing, certain aspects of it might seem exaggerated or unrealistic. However, you might also see yourself reflected in other elements of it. This case study is presented in a way that conforms to the eight steps of Kotter (cf. Kotter 2012).
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- 1.
In reality, one would have to check in detail whether agile methods—and Scrum in particular—are the right fit for the given situation.
- 2.
Normally, such reasons are explored in confidential meetings, since the necessary trust for honest answers is often still missing at this early stage in the process. To simplify the story, we are assuming a deep founded trust between the actors.
- 3.
This example is exaggerated deliberately. This is not meant to “demonize” Larry, but to start a dialogue with the other employees and to make the implications of working against the company clear. The credibility of the guiding coalition would be at risk if it had been seen to accept such misdemeanors. Incidents of this nature are always a balancing act, in which people’s trust needs to be protected and maintained. Losing somebody without damaging the trust of the people who are staying is only possible if everything humanly possible was done—and seen to be done—to keep Larry on board.
Reference
Kotter, J. (2012). Leading change (New ed.). Boston: Harvard Business Review.
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Maximini, D. (2018). Introducing Scrum. In: The Scrum Culture. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-73842-0_15
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DOI: https://doi.org/10.1007/978-3-319-73842-0_15
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