No Agile or Do Agile or Be Agile
The purpose of this paper is to articulate the challenges the organization or department faces to implement the Agile in its core structure and deliver the best software to the business. The recommendation in this whitepaper is to ease and overcome the above challenges and also highlight the basic mistakes the organization does in implementing the Agile.
Last two decades I have been in Technology and hearing this word “AGILE” since then. In my journey, I realized that “every company wants to do agile instead of being agile”. Agile is one of the most bastardized words, especially in the IT industry. Agile has indeed become a cargo cult. Stripped of actual software engineering practices and conducted by ‘agile practitioners’ with no understanding of software engineering, it merely becomes a set of meaningless rituals that are mostly impediments and distraction to create successful software and value to the business or consumer. These days as there is a lot of uncertainty in software delivery, I fully understand the need for agile. The core of the problem that most of the organization can’t differentiate between “Illusion and Limitations”. For them Agile is a method or a set of tools that will help them do things faster and cheaper, imitating technical practices they have seen elsewhere without changing the main things — mind-set, leadership style, and culture. That’s known as “Illusion of Agility”. Nice example to phrase it. “This is nicely illustrated on an example of a big company I know. A CIO in that company had been to a CIO retreat where some other manager mentioned agile. When he came back, his goal was simple: by the end of this year, at least 50% of our IT teams will be agile. He went on and pushed this goal to his lowerlevel managers. These managers, wanting to deliver on that goal, chose the simplest path — they renamed their roles (project managers became scrum masters, business analysts became product owners, …), their meetings (status meetings became sprint reviews or daily scrums) and even their project phases (planning became product discovery, development has been divided into “sprints” followed by a “hardening sprint” that replaced SIT and UAT). Did they become agile? Of course not. Have they met their goal and satisfied the CIO, who could then brag about his successful agile transformation in front of other CIOs? Definitely ye