FrAgile - lessons from a failed agile transformation
summary
A team assigns a certified scrum master but keeps only the development slice of the value stream, so contracts and handoffs remain strict waterfall and delivery stays queued; a single engineer with eight years' tenure actively resists change and VP-level turnover removes momentum. The team builds a quorum for team agreement to pick work and processes, but it cannot change external inputs or outputs, so the agile transformation stalls and the group reverts to semi-waterfall; success requires upstream leadership buy-in.
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