You are with a large enterprise and your team believes strongly that an Agile Transformation will have a major impact for the organization that will result in greatly improved efficiency and faster time to market. You start from the bottom up; the effort is heavily supported by a few key stakeholders and team members and you make progress. But somewhere along the line, the Project Management Office (PMO) jumps in and attempts to measure results using traditional metrics that do not illustrate the true value of the transformation. So things unfortunately fall apart, or more likely are crushed. And maybe your organization tries again but after the second false start, the support for the transformation begins to melt away.