The only thing that seems larger than the recent enthusiasm over scaled Agile frameworks is the vitriolic arguments over what they really do. The confusion lies in the word “framework,” which is a much looser concept than “methodology.” While there are significant differences among teams (for example, in how co-located all the members are), it’s easy to imagine them cleaving to roughly the same set of principles and practices. The differences among organizations — their size, culture, history, types of projects or products, governance rules, relations with the business, etc. — are too great to impose anything nearly as formulaic as the disciplines adopted at a team level. (And, of course, the variances among teams are already significant.) In the next year, some of the rancor should disappear, as more people come to understand that any organization-level framework (SAFe, DAD, etc.) is more a toolkit, less a martial art.
[Editor’s Note: This post is part of the annual “Cutter Predicts …” series.]