Not just for Software Development anymore

by | Mar 18, 2020

When there’s a discussion on being Agile or using Agile methodologies, it will tend to be more about Software Delivery than anything else. The reason being is that it is the big thing organizations are trying to master to get ahead of the competition. One of the things that will come up during this discussion is some of the headaches teams experience, the frustrations they have either dealing with a team that is doing agile development or those on the outside of the group.

Where some of the pains come can have some roots with outside teams using traditional waterfall methods to get their work done. Although different groups that have a little interaction, it is that interaction that can cause issues like sudden changes to a product, delays in a release because they just saw the product and didn’t like what they saw or not prepared to handle the new changes. Or it could be the teams have delivered so much so fast that the other groups can’t keep up with providing new features.


By Andrea Fryrear on February 11, 2019, in Agile Marketing

Andrea writes a great article on having a marketing group follow agile principles to get the work done.

She states, “We’ve already touched on the first item in this list: Agile marketing isn’t a carbon copy of Agile software development. It follows similar values and principles, but even a cursory glance at the manifestos from these two movements will show distinctions.”

Dave Thomas said it best in his talk “Agile is dead” the rules should only apply to the team that uses them. Each unit is different and will need to work in different ways. The principles are there as guidelines to get the output required based on the right actions and behaviours.

I have been in some discussions where people are very proud to be Agile. They wear it like a badge of honour, and they should. It is a great achievement. What they need to realize is that it is just a team, maybe an agile department. There is only a small proportion of organizations that say they are agile. Approximately 6 percent of organizations are agile, based on research. The large portion of the rest are just agile within development teams, and they continue to struggle through it.

There is hope to get organizations fully functional and in sync with following agile principles so that everyone is on the same page, reduce or eliminate obstacles and improve client satisfaction with quality work that meets or exceeds their needs.

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