Why is it difficult to execute enterprise programs using scaled agile frameworks?

Scaled Agile frameworks (such as SAFe, LeSS, and S@S) are designed to help organizations implement agile practices at scale, across multiple teams and departments. However, it can be challenging to execute enterprise programs using such frameworks, especially in large organizations with complex systems and a large number of stakeholders.

One reason it can be difficult to execute enterprise programs using scaled agile frameworks is that it requires a high level of coordination and collaboration between teams. In a large organization, different teams may have different priorities and goals, and it can be challenging to align their work with the overall objectives of the program. This can lead to delays and roadblocks, as teams struggle to integrate their work and meet their commitments.

Another challenge is that enterprise programs often involve a large number of stakeholders, such as executives, managers, and customers, who may not be familiar with agile methodologies. These stakeholders may have conflicting priorities and expectations, and it can be difficult to get everyone on board with a scaled agile framework.

Examples of difficulties that might arise when using scaled agile frameworks in an enterprise program include:

• Complex dependencies: Enterprise programs often involve complex dependencies between different teams and systems. This can make it difficult to accurately estimate the time required to complete work and meet commitments.
• Resistance to change: A scaled agile framework requires a high degree of flexibility and adaptability, but some stakeholders may be resistant to change. This can make it difficult to implement scaled agile framework practices and get everyone on board with the approach.
• Limited resources: Large enterprise programs often require a significant investment in resources, such as personnel, equipment, and software. It can be challenging to allocate these resources effectively and ensure that teams have the support they need to be successful.
• Lack of clear roles and responsibilities: Scaled agile framework involves a complex organizational structure, with roles and responsibilities defined at different levels. It can be challenging to ensure that everyone understands their roles and responsibilities, and how they fit into the overall framework.
• Difficulty measuring progress: Scaled agile framework involves tracking progress at multiple levels, including the team, program, and portfolio levels. It can be challenging to accurately measure progress and identify areas where improvement is needed.

An organization planning to use a scaled agile framework to manage enterprise programs like CRM implementation or an M&A integration should recruit advice from solution delivery leaders and enterprise agile coaches to address the above challenges.