Overcoming Agile misconceptions and bad reputation - Fernando Colleone
Playback access may have expired or the stream is unavailable. Reload the page to request fresh access.
Another tab is open for this lesson. You can keep watching here; the newest position wins.
Saved position may be approximate: the browser clock disagreed with the server.
Your free preview has ended
Create a free account to finish this lesson, or subscribe for the full library.
Your viewing record
No viewing recorded yet. Press play; your position is saved about every 10 seconds.
Last viewed . Last position —.
Completion
Based on 0:00 of unique watched video. Repeats and skipped parts do not increase it.
Agile nowadays might mean a lot of different things to a lot of different people. You might ask 10 times what it is, and get 10 different answers. Because of that, enabling teams to be more agile becomes even more difficult. Different perceptions, different problems and lack of understanding of what Agile really is significantly contributes to misconceptions.
At Red Hat, in one of our internal Agile meetups in Brno, Czech Republic, we asked people the question - why Agile is taken negatively here? - and we received some interesting responses that you might have seen before as well. "Too many meetings", "This is all too complex", "Agile is micromanagement" and a few more! Their perception of Agile makes it get a bad reputation. And how could we change or influence people’s perception to see the positive side of Agile?
I want to show how we are working with teams (Agile and non-Agile) that work with RHEL (Red Hat Enterprise Linux) and trying to change these Agile misconceptions. Not an easy task in an Open Organization such as Red Hat.
Mark As Complete
Comments (0)
Log in to join the discussion.
No comments yet. Be the first to comment.