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The following challenges were touched upon:
- In a rush, to become agile, did your organization adopt an “operating model”, by incorrectly copy-pasting something that has been well known in the industry for year but required a much deeper understanding, before implementing?
- In a rush, to become product-centric organization very fast, did your end end up with tons of products-wanna-be, such as: “area products”, sub-products, technical products, “tech-for-tech” products, “no_real_customers_no_human_users” products?
- At your company, are large products defined by a technology department, instead of business people? Does this lead to a lack of user/customer centricity?
- Do multiple back-end applications get integrated into a single product way too late in the process, resembling a classic waterfall?
- Does it feel that coordination between so many, so-called, products is unreasonably difficult, time consuming and expensive?
- Does it feel that the financial/budgeting aspect is missing from product management/ownership and is handled by org structures that are too distant from product management/ownership/development?
- Does it feel that product managers and products owners, “manage and own” in spirit only, while being, mostly, disempowered?
- Do you feel that technology people lack basic understanding of business, whereas business people have lost their trust in technology and its guidance in “what is agile”?
- Do you feel that too many locally optimized, mid-level managers are overly focused on their own, local successes that frequently do not add up to a collective success?
- Does it seem that there are too many local initiative owners, whose priorities compete for budget, and whose personal agenda prevails over collective agenda?
- Does it seem that legacy resource management/sharing and skill set capacity allocation are being applied to agile (adaptive) ways of working and do not work?
- Is executive management disengaged from strategic discussions that define value and set priorities?
- Is there a lack of effective collaboration among technology teams, and between business and technology?
- Are people still confused with how to focus on products in the environment of portfolio-to-program-to-project management?
- Is there a confusion between portfolios of true-real products and traditional budgeted work, called “portfolios”?
- Is there a misalignment between strategic goals, product roadmaps and product backlogs?
- Is there a confusion between outputs and outcomes, defined by short-term and long-term plans?
- Is there a confusion between true product/feature teams and component/application/delivery teams?
- Is there a gap between financial decisions/costs and product prioritization decisions?
- Is there a lack of synergy between business strategic goals and technology strategic goals?
- Are there challenges in identifying meaningful metrics and separating them from vanity (gaming) metrics?
- Is there confusion about what should be included in executive reports?
- Is there a confusion when to apply: Scrum, Large Scale Scrum, Team Kanban, Enterprise Kanban?