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by Joeri
4269 days ago
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I'm wondering up to what size you managed to do an agile project for 'The Enterprise'. From what I've seen, as soon as an enterprise contract is big enough to involve a tender, bidding round and separate purchasing department, agile is impossible. Being agile actually works against you, since regular demo's will bring up more opportunities to point out how you aren't sticking to the letter of the contract, flexible scope means adding scope and never reducing it, and grooming as you go along means uncovering big requirements which are sort-of-kind-of in the contract halfway through a big project that's already late. And those are the easy projects compared to government contracts. I keep wondering how you're supposed to negotiate the typical big enterprise contract so you're allowed to be agile while executing it. I haven't seen it done successfully yet. |
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The one that was successful was a $250k project - 3 months. Client insisted fixed price and done "in agile". We estimated the actual work was only 6 weeks, but knew they'd change their minds 100x times (they did). We didn't optimize the timeline properly (as you are insinuating, it's almost impossible to predict), so our margins ended up being quite low.
I do know one company which successfully does agile (within a company that does $100bil in rev). They budget the whole year out for X amount of employees and then do everything in 3 week sprints. They basically "fit in as much development as they can with the resources they have" and disregard the high level 3-year "integration plans" that the management consultants put together.