Last week, my friend shared how his company switched from the full implementation of the Scrum framework to a much simpler implementation. My friend's company hired a professional project manager team, and they spent months learning how the company works before they suggested options. The framework showed its usefulness throughout the pandemic. After the lockdown order was lifted, it was still good for a while, but then some issues occurred:
- The company has four divisions across the globe in different continents which have working hours in different time zones.
- As a matured SaaS company, the company is now in the phase of operations and sales support. Of course, some initiatives require to building of new features on the roadmap, but they are too minor compared to others that are related to reacting to revenue-generation events. The Salesmen became the Business Owners who raised issues as Business Requirements. The Product Managers became the Technical Product Managers who worked directly with the developers for hot fixes rather than backlog those issues for formal Sprint sessions.
- High-level alignments are sometimes a myth that isn't based on the company product's core features, but from a PoC that only be proven by market research and then being sold after an impressive presentation with a Figma prototype. When it comes to development, it won't. The BOD already had some companies in their shopping cart. The next thing to do is to plan the implementation with new services from the newly joined teams.
Long story short, the Agile Methodologies are made for Product-Tech operations in order to plan, develop, and maintain products. There is no framework that fits a hundred percent with your entity. At the end of the day, only the wellness of the business operations matters. Any working process that fulfills this requirement would last.
Until new issues are found.