Alexis Hui understands that Scrum, Kanban, RUP, and ITIL were all built using a traditional product development approach. Each was likewise developed to deal with a particular problem that the developers were facing. Hui sees this as a good thing. However, that's where Hui draws the line on good: since these were developed with a specific problem in mind, people generally become zealous when those techniques are modified to fit other problems. One of the common arguments against augmentation is that users aren't using the product incorrectly. Hui illustrates why that argument is invalid: If a product is used incorrectly it is because the product suffers from poor useability. Owners of the method have not put the right amount of effort to ensure that these methods are not only useful (they are) but that they are easily useable (they aren't). Method owners and evangelist have their work cut out for them. The problem space is complex, the solutions complicated, and the emotional investment is often high. By their nature, improvement methods need to be both open and prescriptive, kind of like the best software language you ever came across. Hui believes the best way to move forward is through the use of Customer Development. A technique introduced by Steve Blank, it allows for groups to see how they've helped those outside of their community, how they can help more, and the solution they've created address the problem the overall community experiences.
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