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How We Became the Agile Benchmark in a Giant Corporate

· 4 min read

A software team working together around a table with laptops

Large corporates are wary of big changes, and moving from waterfall to Agile is one of the biggest. Changing how a whole company plans, buys and delivers software can look close to impossible. We had to do a lot of convincing, and what finally won management over was a working proof of concept.

The constraints we faced

With constraints like these, simply delivering a project the Agile way was hard. So we agreed a set of ground rules with the team and the client.

The ground rules

Chart of estimated scope over iterations: 160 points at proposal and 180 at planning, burning down to zero after 9 iterations at a velocity of 20 points, or after 12 iterations at a velocity of 15.Fixed budget, predictable deliveryScope burn-down by team velocity050100150200ProposalPlanning123456789101112Iteration16018020 points per iteration: done in 915 points per iteration: done in 12

Visual reporting like this gave everyone the same view of progress. With these agreements in place, getting the project cleared became much simpler.

How we delivered

Fixed on constraints, flexible on quality. Scope and schedule were planned precisely, while the team kept room to raise quality. The matrix below shows the balance.

Matrix of project dimensions from more flexible to more fixed: quality is the most flexible, scope and compliance lean towards fixed, and schedule, cost and security are fixed.Agile on a fixed budgetWhat can flex, and what cannot← More flexibleMore fixed →ScopeScheduleCostQualityComplianceSecurity
Relationship between proposal, project and contract: the proposal sets a high-level value proposition, the project achieves that value within risk constraints, and the contract enforces the key risk areas.How engagements are structuredProposal, project and contractProposal· High-level scope· Value propositionProject· Achieves the value· Stays within risk constraintsContractEnforces the key risk areas

The result

Following these practices, the project passed every process gateway within all the constraints. Delivery after delivery showed that the model worked. Once management saw the benefits, they asked for more detail, and support for Agile grew across the organisation.

It was the company’s first Agile success in years, and management made the project the template for every other team adopting Agile. Becoming the benchmark for Agile delivery inside the organisation was a proud moment for our team.

Planning an Agile transformation in a large organisation? Talk to our team.

Frequently asked questions

Why do large enterprises struggle to adopt Agile?

Size brings layers of approval, fixed annual budgets and long-standing waterfall processes. Moving to Agile changes how work is planned, funded and reported, so management needs proof that it lowers risk before it commits.

How do you convince management to move from waterfall to Agile?

Start with a pilot team, deliver working software in short sprints and make progress visible. Early, measurable results do more to win support than any presentation.

Can Agile work inside a large corporate?

Yes. With clear roles, short feedback loops and transparent reporting, Agile teams can deliver predictably even in heavily governed organisations.

Planning something similar? Talk to our engineers or see our AI development services.

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