我的前同事Santosh Kolhatkar写了以下要点，说明了如何使用现有的传统SDLC流程在大型企业内部引入敏捷方法。他在文章中指出了在高度关注SDLC遵从性和治理时引入敏捷方法的基础，这与我发现对支持大型企业的此类努力有用的观点一致。在Santosh的允许下，我已经发布了他关于该主题的想法，并认为这对我们博客的某些读者很有用：
敏捷 is now making waves in the sea of other methodologies and paradigms. Practitioners at the enterprise level are taking note of the new kid with the new shiny toy on the block. And the sharks are circling the waters.
We ran in to this situation at several of our client’s environments. The SDLC processes were so much entrenched that the 敏捷 approach seem to be very radical to those practitioners, so some of the leaders got together and came up with an approach that seem to be less threatening to those paradigms.
采取的主要步骤：
让该社区的主要成员参与。
- 确定“必须具备”的组成部分。这些是合规性，安全性等领域。
- 列出流程之间的差异，并从关键成员那里获得反馈。
- Get an agreement on how the existing SDLC and 敏捷 methods will work together. Handoffs and managing the dependencies is crucial.
Outline of before and after an 敏捷 framework is deployed.
- Provides an overview of what to expect for the teams that are thinking of using an 敏捷 approach.
- Summarize the differences between the existing SDLC practices and 敏捷 framework.
Bring the existing SDLC and 敏捷 methods under one umbrella.
- Offer as a one stop shop for the practitioners so they can choose to go SDLC or take an 敏捷 approach.
- Have a combined launch of the latest SDLC version and the 敏捷 framework.
- 使用现有的沟通渠道与企业受众联系。人们习惯于在一个地方寻找过程和程序。使用相同的位置或方法将在通信中获得更好的结果。
Implement ability to push 敏捷 metrics onto program management dashboards.
- 敏捷 metrics should be able stand on their own but provide enough visibility that leadership looks for in their conventional metrics.
- 指标应更实时，并接近项目/程序的实际状态。
Have an executive sponsor who can serve as Champion for the new 敏捷 framework.
- Provides air cover for the adoption of the new 敏捷 framework.
- 提供企业环境中必须的批准印章。
The above areas are minimum needed to make adoption of 敏捷 feasible in enterprise environments with an existing SDLC process. Some combination or extension of the above steps will have to be made to suit specific enterprise situations.
