Agile for Dummies

Ch. 9- Ten Common Agile Adoption Pitfalls -Abhinav Agarwal (12609041) Ch. 10- Ten Myths About Agile -Swati Gupta (12609048)
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Chapter 9 Ten Common Agile Adoption Pitfalls

This chapter will help explore the ten common pitfalls organizations make when adopting agile strategies.

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Agile For Dummies

Focusing Only On Construction

All approaches while adopting agile strategies mainly focus on construction.
But only changing the way software is to be constructed would not make organizations agile. Focus should also be made on adopting those strategies carefully & successfully.

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Agile For Dummies

Becoming Agile Zombies

There is no compulsory rule to blindly follow the robust design of one agile strategy. Organization may change the same according to their unique needs.

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Agile For Dummies

Improper Planning

There should be appropriate planning with regards to the agile strategies that are to be taken. Organization should ask itself Why, What, When & How as to the adoption of agile strategies.

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Agile For Dummies

Excluding The Entire Organization

Agile should be a change in the culture of whole organization and not in just one of the processes.

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Agile For Dummies

Lack of Executive Support

Agile adoption requires investment of resources as wall as funds.
And therefore, it requires top executives supporting the whole initiative.

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Agile For Dummies

Going Too Fast

Moving to agile is very tempting and therefore, a proper roadmap needs to be outlined.

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Agile For Dummies

Insufficient Coaching
Many people dont like change and they are only comfortable working in their own space.

But agile may need five to ten people working closely.

So a coach can work with these team members and can help them through the early phases of agile adoption.

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Agile For Dummies

Retaining Traditional Governance

When an organization adopts agile, it should try and not retain the traditional governance. Traditional governance is hard to change but it may have serious impact on agility.

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Skimping on Training
Agile involves a change in behavior and process.
So organization should send all of its team members to learn about agile and not just a few leads.

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Skimping on Tooling
Ensuring all team members consistently use tools impacts the success of the project.
Inconsistent use of tools may result into overall flow and quality issues.

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Chapter 10 Ten Common Myths About Agile

This chapter will help us understand what are common myths about agile and how they can be flipped off.

 The agile approach to project management is far from a fad. Agile has been recently formalized with the Agile Manifesto and its associated principles.

Compared with traditional project management approaches, agile is better at producing successful projects.

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 Sometimes agile can seem chaotic because its a very collaborative process. Agile requires rapid response time and flexibility from the team. Discipline is in fact greater than that in traditional systems.

Agile requires teams to reduce the feedback cycle on many activities, incrementally deliver a consumable solution, work closely with stakeholders throughout the life cycle, and adopt individual practices which require discipline in their own right.

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 Agile rely on collaboration instead of big documentation. The planning is incremental and evolutionary, which has been proven successful.

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 Agile teams keep documentation as lightweight as possible. They follow strategies, such as documenting continuously and writing executable specifications.

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 Ideally agile teams are located within proximity of one another, but in this day and age, most development teams are distributed. If you use the proper tools, your team doesnt have to be collocated to work effectively together.

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 Agile definitely scales. Large teams must be organized differently. Large agile teams succeed by using products like the following: IBM Rational Requirements Composer for requirements modeling . IBM Rational Build Forge for large-scale continuous integration IBM Rational Quality Manager to support parallel independent testing

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 Regulated environments are those that are subject to some regulatory mandates, such as medical device companies, business in the finance area, governmental departments and offices, the healthcare field, and more. With agile, these organizations can feel confident when they endure time to time audits for regulatory compliance. They benefit from faster delivery of data and higher quality of their output.

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 Agile is an iterative process, it provides the opportunity not just for greater control but better control over building the right things in the life cycle than one would have with the more traditional Waterfall approaches.
At the end of each iteration, the development team presents a completed product to the product owner for feedback.

Disciplined Agile Delivery (DAD) teams explicitly explore high-level requirements at the beginning of the project and seek to gain stakeholder agreement around the requirements.
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 Agile has explicit means of frequent feedback and loops, which means that developers and managers may feel more exposed to scrutiny. But that doesnt mean that agile wont work at your company.
Agile is a team approach. Roles are cross-functional and shared. Developers become testers and more frequent delivery creates more exposure and personal accountability.

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 For agile to work properly, all teams have to buy in.

To make agile succeed at its greatest potential, make each piece of the chain as efficient as possible.

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 Agile isnt needed for every team in every situation. Agile is a superb solution for projects that are in development or undergoing radical changes. For other projects, such as those that are in maintenance mode, agile isnt as good a fit. Projects that are under new product or rapid development, agile really is the best way to go.

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Thank You !

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