Looking back over who-knows-how-many “agile transformation” and “agile coaching” engagements, it occurs to me that five experiences stand out as especially positive.
When I ask myself why, two elements present themselves: First, (in three cases) the development team was physically collocated with the end users and collaborated directly with them daily; and second, (in the other two cases) the team and the organization did not “lock in” any rigid definition of “agile,” and actively explored ways to move beyond the usual Agile 101 level of practice.