@JayH we just had that heart to heart as we looked at expanding to new products in my companies Lean-Agile Journey. Our goal was to do 100% of our products. We have Distributed development in the US and Banglore.
Our stance is collocated, teams for a product in both countries. So to rebalance the organization for some of the products would be cost and time prohibitive. To then invest more time in training and coach to new ways of working.
Another driving factor we looked at is where is the Product in its overall product life cycle. Does not make sense to make major investments in a product that is essentially ready to go into maintenance mode where the main updates are features to keep up with the Jone’s and regulatory compliance.
The third decision point was the software capitalization. We have products that cap both in the SAS guidelines and the other Standard which requires heavy documentation. May only be a US-specific concern.
So that leaves us with 60% of the products to move to Agile. 40% to an enhanced iterative waterfall using Agile practices were they fit. We will though focus 100% of all products on a cultural transformation aspects.