Our university curriculum development team, like many teams elsewhere, was informed that the size of the team would remain the same while the workload would increase. The ability of Agile methods to provide higher quality and productivity in software was well understood, and we began applying these methods to our team outside the software domain. We experienced common challenges working across academic departments and achieving consensus for a shared process. As expected, the power of Agile-based approaches to organizational change did not diminish the challenge of achieving a significant mindset change for the leadership. This experience report provides insights for managers working to change existing approaches in a non-software environment using the agile mindset.

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