One challenge we’re facing is that some high level executives are now concerned over how the project is progressing and want regular updates–they are used to Microsoft Project GANTT charts, excel charts with deadlines and stop lighting (e.g. yellow light, we’re behind schedule but it’s not critical).
How do we map our agile process into the traditional project plans used by upper management for their corporate planning?
At the Deep Agile seminar he and I did, Jeff Sutherland told of being asked for a GANTT chart or such. He asked the execs in question how accurate those charts were. They replied that they were never accurate. He declined to do them.