Paul Gielens:ThoughtsService

Maybe because the customer who's supposed to be part of the team doesn't scale very well? The larger the project, the more the customer becomes the bottleneck I suppose.

Ofcourse, you can then split up your project in several smaller ones, each having its own customer but that would put more strain on the customer's organisation. Otoh, that's not such a problem if you were already spending millions on a project in the first place right?

So, one of the problems I ran in to on an earlier project is that if your project is about replatforming an existing system while adhering to an existig messaging infrastructure (with custom format flat-files ofcourse) Agile isn't going to do you much good because there are no 'stories' that can be prioritized and skipped after you run out of budget. There was almost no UI or experience for the user, only a bunch of other systems that were waiting for our messages, and yet other systems that kept insisting we'd read theirs. I reckon Agile isn't very fit for those kind of systems.

And before anyone gets the wrong idea: I am patriotic about Agileland! Honest!

Interesting comment Dick, I guess I have to think this one over.

I was recently at a talk given by Cockburn where this question was asked. Allow me to paraphrase his response.

Duh! Agile isn't designed to scale to large teams and mission critical projects. No project management methodology scales infinitely up or down.

Get Over It!

Having worked primarily for the Fortune 100 companies, I have seen it first hand that Agile (or any other "loose" methodology) won't work. Large organizations need a very regimented methodology (process/procedures) for it to function. Moreover, large organizations have very compartmentalized process for 'compensation', i.e., who contributes to development/projects and how so that they may get the rewards/credits.
Agile was never meant to be for large-scale organizations - it'll need a very serious change in management structure and thinking for it to happen.
About a year ago, I had posted something similar to the above at David Anderson's blog (MSFT employee who works on Agile Projects - http://www.agilemanagement.net/) but haven't heard anything about it (yet).

SBC

I tend to think that one key to agile approaches is that there is no formal process in place, that there is some factor at the client that prevents the use of a formal approach.
If the client doesn't have or want to nail down the needs and requirements then the client needs to be involved with the consequences.

Agile is collaborative, is it really meant to adrress large scale us-versus-them situations?

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