How do you apply XP in part of an organization, when most of the organization isn't changing? While the team should quickly begin to create both more and more accurate information, forcing that information on unwilling listeners creates enemies that the team needs as friends. The goal is neither to hide the new workings of the team nor to force others to change. Be sure to maintain communication with the rest of the organization in the forms they are accustomed to.
This is an area where an XP team can benefit from a skilled project manager. If the big monthly staff meeting expects slides in a certain format, then that's exactly what the XP project manager prepares. The project manager presents the information in a form the organization can absorb. The story cards on the wall are still "the truth". Anyone who wants to learn to read them is welcome to come in, look at them, and ask questions. The project manager makes sure that the organization's expectations are met. This can be a challenge since what is going on inside the XP team is so different from what goes on inside other teams. Respect the others in the organization. Don't push your newfound knowledge and power on others for your own benefit.
Meeting organizations' expectations and at the same time maintaining what is good about XP sometimes requires creativity. At one client, each project was required to prepare a detailed quarterly plan. This seemed to be incompatible with XP and negotiating scope weekly. The boss's boss, however, was wise enough to discover the purpose of the quarterly plan and find out when it would be read. The plans were only read at a quarterly executive review at the end of the quarter. The plans were compared with what actually happened to see if the teams had acted responsibly.
On the XP team, the project manager came around every Friday and asked each team member what he had done that week. She entered this information in the quarterly plan format. At the quarterly review, the team's plan was observed to contain the most precise estimates in the organization.
No one was trying to lie with this process. The whole thing took place above board. The whole management chain knew what was happening. The team satisfied the letter of the organization's expectations by being in the right format and it satisfied the spirit of the quarterly plan by making sure it spent its time responsibly.