Almost every organization has some room for grassroots Agile initiatives; projects for which no mandatory process has been defined or organizational units where managers are less interested in how their teams work than in whether they deliver expected results. Launching an experiment with an Agile delivery process is therefore relatively simple. It takes a project, a team motivated to try (or demonstrate) how an Agile approach works, and a project sponsor willing either to play the role of product owner or to appoint one. Such a project does not really challenge the status quo; its results are uncertain, so even naysayers tolerate it. In this Advisor, we share some of the challenges of taking such an initiative.