A survey of problems in the practice of large-scale agile

Agile features are better suited for small projects and smaller teams, but as agile is used by more and more companies, agile is moving into large-scale organizations and starting to serve large projects, thanks to the support of agile at scale and other related theories. A recent Forrester survey shows that large-scale agile is maturing, but there are still many problems. The more important parts are listed below. Forrest's report shows:

Half of the people think that corporate culture and behavioral norms are still the biggest obstacle to agile projects. Agile needs to create new types of work, roles, and collaboration processes that reflect new ways of thinking based on agile values and principles. But it takes a process for companies and employees to embrace these values and principles. 44% said their company lacked a competent po (product owner). 30% said their company's Po mistakenly considered himself a BA's role, accustomed to a delivery requirement and unwilling to spend time with the development team. It is a dream for many people that businesses are eager to adopt large-scale agile. But the reality is that companies focus only on agile approaches, applying agile only to product levels and project levels. This is a general-level agile application that cannot be compared to large-scale agile. The core of large-scale agile is based on the basic agile theory, focusing on the holistic thinking and collaborative approach. 30% of people believe that the lack of leadership in the agile transition is a barrier to implementation. Without strong support from top leaders, the shift to agility is limited to grassroots action, which is a very slow and difficult path. Enterprise personnel lack the basic knowledge of agile, such as scrum, SAFe, continuous testing, XP and so on. Before the adoption of agile, enterprises need to work these foundations and train their employees ' corresponding knowledge system. Agile theory continues to evolve, it new technology, new thinking also has an impact on agile, like DevOps, and the complementarity of microservices makes agile more attractive. But this has a higher demand for enterprise personnel, the new technology, the continuous study of the theory, the adoption is a very hard and very fulfilling process.