Main reasons for these situations are:
- Processes goals is aligned to organization goals but they are not supported by end users, main affected of the new way of work that implies a new methodology.
- Methodologies approach are so wide and nonspecific, they could not be implemented by default, but need a customization for each organization.
For me the reasons why a methodology does not fit in a organization is due to:
- People who has to work with it are not involve in processes specification.
- Processes definition is supported as documents, but not implemented in any tool.
- Managed elements defined by the methodology are not valuable, they only suppose more work, but not simplified work and reporting.
In order to avoid these situations and minimize methodology pitfalls I recommend you to start this work with the following partners:
- A short list of goals: few processes in a organization with a list of identifying problems and a set of metrics that evidence how to improve.
- A short list of users: process owner and end user process. They have to be able to define their requirements and validate your work.
- A corporate tool to implement, document and support the processes. This tool will be the base of any organization work.
