ABSTRACT

Mary O’Connell sat by herself in one of the huddle rooms overlooking the new agile studio. A state-of-the-art customer engagement center stood next door, where the team had engaged with persona stand-ins to learn what they thought about Pacifica’s and competitors’ products and services. Fortunately for Pacifica, Mary had been away from the work world for having her first child and was contemplating looking for a part-time way back in. Mary was also encouraged that Pacifica’s executive management knew enough to ask for an independent review of their progress. Pacifica’s people had done what was asked of them: learning about scrum, studying competitors, listening to customers, compiling user stories into their backlog in their agile management tool.