Typically there are failures right from the get-go, even with the process as described by you in this entry. The first failure stems from the definition of the "initial idea". Executives often want to know how long the whole thing will take -- which is humorous since "the whole thing" is not a well-understood concept. The second failure occurs when the estimates are presented to the executive team for a Go decision. It is at that point that your "estimation != promise" is broken as executives then budget in accordance with the estimates, patting themselves on the back for making 50-100% higher to give "wiggle room" -- and then later discovering that the actual product differs from the initial concept so wildly and the team's estimates were so wildly off (new team, new idea) on top of that, that the budget is blown up with a nuclear device and the entire team is sacked or put under pressure to finish.

My favorite so far was a project that went Scrum from the get-go and when they finally ran into budget pressures the executive project lead put down a decree that the team "work nights and weekends to finish it by the promised date". Needless to say, it came out buggy, hurried, and ultimately not quite done despite best efforts. And the team lost its passion... which was probably significantly more costly than the executives realized.

There are no simple answers. Any blog entry that specifies 5 steps to starting a Scrum project is likely wrong for a significant portion of the population as such things are *highly dependent* on the people involved and the processes and culture already present prior to starting the project.

Thanks for the discussion starter :)

Dan

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There are no simple answers. Any blog entry that specifies 5 steps to starting a Scrum project is likely wrong for a significant portion of the population as such things are *highly dependent* on the people involved and the processes and culture already present prior to starting the project.

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